GRC Delivery and Operations Plan 2024 by Georges River Council

Acknowledgement of Traditional Owners

Georges River Council acknowledges that the Bidjigal people of the Eora Nation are the traditional inhabitants and custodians of all land and water in which the Georges River region is situated.

Council recognises Aboriginal and Torres Strait Islander people as integral to the Georges River community and highly values their social and cultural contributions. Georges River Council pays respect to Elders past, present and emerging.

Georges River Council is committed to showing respect for Aboriginal people as Australia’s first peoples. Council has adopted the practice of acknowledging the Traditional Custodians of Country at events, ceremonies, meetings and functions.

Water

Annette Webb is a proud Dunghetti woman born in Sydney. Her artwork descends from her ancestors overlooking the land, lakes and rivers to protect and honour the traditional way of life today.

Image:

by Aunty Annette Webb

Our vision, mission and values

Our vision

Naturally connected to place, community and Country.

Our mission

A leading, people-focused organisation delivering outstanding results for our community and city.

Our values

United

We will work collaboratively as one team with common purpose and respect

Professional

We will act with integrity and seek opportunities to learn and grow

Honest

We will be open and truthful with each other and our community

Accountable

We will own our decisions and actions as we strive for excellence

Message from the Mayor

I am pleased to present Georges River Council’s Delivery Program 2022-2026 and Operational Plan 2024/25 and Budget for the 2024/25 financial year.

This document sets out the goals, strategies and actions for the year to come.

Georges River Council prioritises connection; our vision is making the Georges River area a more vibrant and sustainable community where residents can live, work, and thrive.

We are Sydney’s Connected Community, and Council is on track to create a brighter future through strategic planning, community consultation, strong leadership and accountability.

We recognise the need to provide more quality spaces that are dedicated to performance and art, as well as activating our streets and places to showcase and celebrate who we are as a community.

Our community also voices the importance of access to green space and being connected to nature. As a result, we are dedicated to enhancing our natural environment through promoting and protecting our biodiversity alongside sustainable development.

We are looking to increase our tree canopy coverage to 40 percent by 2038 to lower urban temperatures, which will enable a better quality of life for our residents, visitors and biodiversity.

Kogarah is growing into a thriving strategic centre that is home to public and private hospitals, schools and education facilities with a library, university and TAFE presence. The suburb has active transport routes that connect Kogarah Bay and a premium multipurpose stadium. Kogarah is positioned as a future transport hub to connect Georges River to Greater Sydney and beyond.

We will continue to advocate for future transport connections, shared vehicle use, better public transport infrastructure and services for our local communities and businesses. Together, we can lead a shift within the community to explore the possibilities of transport for the future.

Council is working towards its 2050 Vision that will see the Georges River area more accessible, green, diverse and an innovative place for community and the local economy.

Councillor Sam Elmir Mayor

Message from the General Manager

I am proud to present the Georges River Council’s Delivery Program 2022-2026 and Operational Plan 2024/25. This document has been created to support our Community Strategic Plan (CSP), which identifies the community’s main priorities and aspirations over the next ten years.

The Georges River area is a beautiful place to live, learn, work and play in Greater Sydney. It is a green place where people and biodiversity thrives.

Its rail connections and proximity to the airport and the Sydney CBD enables us to deliver a 30-minute city, where people have access to local jobs and services.

The community sees protecting and enhancing the natural environment, building resilience towards climate change and improving the quality and quantity of open space as priorities.

This goal is being achieved through environmentally sustainable practices, maintaining healthy and accessible waterways, actioning plans for more greening, canopy cover, as well as bushland and biodiversity preservation. Upgraded open space, parks, safe cycling and walkability options are also valuable assets for our community.

Ensuring service continuity remains a primary objective for the Council in 2024/25, we are dedicated to ensuring that

all public parks and open spaces are easily accessible, impeccably maintained and effectively managed.

The 2024/25 Budget will be the third year Council is forecast to achieve a budget surplus, at $2.1 million, which ensures we are managing our finances in a sustainable way, over the long-term, while actively meeting our legislative obligations.

Our revised 2024/25 Capital Program has been developed by established clear priorities. All projects align to the Resourcing Strategy and Long-Term Financial Plan, have eligible funding sources and adhere to strategic asset management principles and practices. They also link to a Plan of Management, Master Plan, Council Strategy/Plan and/or Stakeholder Plan and support Council’s adopted Environmental Resilience Action Plan 2022-2040.

Funding for the 2024/25 program is based on a mix of grant funding, developer contributions and external reserves, with use of general revenue focused on roads and critical safety program items and capitalised salaries.

Council continues to adhere to its financial strategy and maintains a robust position to provide essential services for our community.

David Tuxford General Manager

Organisational Structure

Office of the General Manager

Executive Manager City Futures

Manager Office of the General Manager

General Counsel Legal Services

Chief Audit Executive

Community and Culture Directorate Business and Corporate Services Directorate

Director Community and Culture

Acting Manager City Life

Acting Manager Cultural Engagement and Library Services

Acting Manager Community and Early Learning Centres

Acting Director Business and Corporate Services

Chief People Officer

Chief Information Officer

Chief Financial Officer

Head of Corporate Governance and Risk

Head of Strategic Property General

Key functions and responsibilities

Community and Culture

City Life, Cultural Engagement, Library Services, Museum and Gallery, Community and Early Learning Centres

Business and Corporate Services

People and Culture, Information Management and Technology, Financial Management, Governance and Risk and Strategic Property

Environment and Planning

Development and Building, Strategic Planning, Environmental Health and Regulatory Services

Assets and Infrastructure

City Operations, Premium Facilities, Strategic Placemaking, City Technical Services

Office of the General Manager Executive Services, Integrated Planning and Reporting, Internal Audit, City Futures and Legal Services

Your Councillors

Mayor Sam Elmir selmir@georgesriver.nsw.gov.au

M: 0410 654 310

Councillor Colleen Symington csymington@georgesriver.nsw.gov.au

M: 0409 546 202

Mayor, Nick Katris nkatris@georgesriver.nsw.gov.au

M: 0419 402 191

Councillor Nick Smerdely nsmerdely@georgesriver.nsw.gov.au

M: 0431 646 321

Veronica Ficarra vficarra@georgesriver.nsw.gov.au

M: 0403 557 562

On 23 September 2023, a new Mayor (Councillor Sam Elmir) and Deputy Mayor (Councillor Elise Borg) were sworn in replacing Councillor Nick Katris and Councillor Kathryn Landsberry.

Councillor Natalie Mort nmort@georgesriver.nsw.gov.au

M: 0499 522 200

Councillor Nancy Liu nliu@georgesriver.nsw.gov.au

M: 0400 681 188

Deputy Mayor, Elise Borg eborg@georgesriver.nsw.gov.au M: 0477 222 089

Councillor Ashvini Ambihaipahar aambihaipahar@georgesriver.nsw.gov.au M: 0434 494 231

Councillor Lou Konjarski lkonjarski@georgesriver.nsw.gov.au M: 0421 188 896

Councillor, Kathryn Landsberry klandsberry@georgesriver.nsw.gov.au

M:0419 984 934

Councillor Benjamin Wang bwang@georgesriver.nsw.gov.au

M: 0499 366 888

Councillor Sam Stratikopoulos sstratikopoulos@georgesriver.nsw.gov.au

M: 0438 750 355

Councillor Christina Jamieson cjamieson@georgesriver.nsw.gov.au

M: 0431 833 609

Councillor Peter Mahoney pmahoney@georgesriver.nsw.gov.au

M: 0419 374 727

Blakehurst Ward

Hurstville Ward

Kogarah Bay Ward

Mortdale Ward

Peakhurst Ward

About the Georges River

Our location

Georges River LGA is 17 kilometers from Sydney CBD and has a land area of 38 square kilometers.

While the land use is predominantly residential, there are substantial industrial, commercial and recreational areas. The LGA sits on the Georges River, giving the area its name.

It is in close proximity to Sydney Airport and the M5 Motorway and is serviced by Stoney Creek Road, Forest Road, King Georges Road and the East Hills and Illawarra rails lines. It is the major public transport interchange for the St George region, with excellent access to train and bus services.

Suburbs

- Allawah

- Beverley Park

- Beverly Hills

- Blakehurst

- Carlton

- Carss Park

- Connells Point

- Hurstville

- Hurstville Grove

- Kogarah

- Kogarah Bay

- Kingsgrove

- Kyle Bay

- Lugarno

- Mortdale

- Narwee

- Oatley

- Peakhurst

- Peakhurst Heights

- Penshurst

- Riverwood

- Sans Souci

- South Hurstville

The LGA consists of five wards: Blakehurst, Hurstville, Kogarah Bay, Mortdale and Peakhurst.

Our community POPULATION

COUNTRY OF BIRTH LANGUAGES

ECONOMY

About this report

The Delivery Program and Operational Plan set out how we will deliver the goals and strategies of our Community Strategic Plan.

These documents sit within the Integrated Planning and Reporting Framework that requires us to plan for and report on our ambitions, in consultation with our community (see figure below). While the Community Strategic Plan is a longer-term representation of the community’s aspirations for the Georges River area, this document brings together: the Delivery Program, a four-year program that covers the term of the Council. To create the Program, we reviewed the Community Strategic Plan to ascertain what we could achieve over the next four years to meet the aspirational needs of the community.

Although this is a four-year program, with the postponement of the 2020 local government elections, this Delivery Program is in its final year in line with the local government election cycle.

The Operational Plan is the third year (and final year) of the Delivery Program 2022-2026 and outlines the actions that will be undertaken, measures for each action, accountable business units and a reference to the Community Strategic Plan strategies to which the action is contributing.

Progress of actions identified in the Operational Plan are reported to council every six months. An annual report is also prepared that reflects and reports on Council’s overall performance for the financial year.

We use the integrated planning and reporting framework in the Local Government Act 1993 and has been prepared in line with Section 428 of the Local Government Act 1993 and clause 217 of the Local Government (General) Regulation 2021. State Plans and Strategies

Relevant Regional Plans and Priorities JO Statement of Strategic Regional Priorities

Other Council Strategies and Plans For example: Disability Inclusion Action Plan Local Strategic Planning Statement Environmental Strategies Resourcing

Workforce Management Strategy Long-Term Financial Plan Asset Management Strategy and plans

PILLAR 1: OUR COMMUNITY

Goal 1.1: Our community is socially and culturally connected and we strive for social equity.

Goal 1.2: Diverse, vibrant community hubs and facilities are connected, well maintained and have equitable access.

Goal 1.3: The community is safe and healthy.

Goal 1.4: Georges River area heritage and history is protected.

4 Year Deliverables

Pillar 1 deliverables for 2022-2026 are:

1.1.1A Implement an annual program of Council run and Council supported events.

1.1.1B Develop and implement the Georges River Council Event Strategy 2022-2027.

1.1.1C Maximise the utility of Netstrata Jubilee as a venue for Council’s major events.

1.1.2A Provide a range of programs such as the Georges River Art Prize and the Artist in Residence Program.

1.1.3A Develop and implement social justice strategies to build the social strengths of the Georges River community.

1.1.3B Develop and implement the Georges River Council Disability and Inclusion Action Plan 2022-2026.

1.1.4A Implement the 2021-2031 Early Learning Services Strategy to meet the educational and care needs of children and their families.

1.2.1A Implement the 2030 Library Strategy to improve service delivery, technology, collections, information services, community engagement and programs.

1.2.2A Provide a range of affordable and accessible facilities for community based activities.

1.2.2B Create community spaces to deliver enhanced programs and experiences for community members.

1.2.3A Implement the Create Georges River Cultural Strategy to support our community’s cultural activities and initiatives.

1.3.1A Increase community and road safety in Georges River Local Government Area.

1.3.1B Investigate systems to improve public safety and accessibility.

1.3.2A Adopt and implement a Fire Safety Program that maintains buildings with essential fire services to safeguard the community.

1.3.2B Liaise with the NSW Government and relevant stakeholders to keep up-to-date with legislative changes around regulatory functions.

1.3.2C Implement programs relating to food premises, skin penetration premises and regulated systems.

1.4.1A Promote the retention and conservation of heritage items within the Georges River Local Government Area.

Operational Plan

We will deliver the following by June 2025

Strategy 1.1.1: Initiate, facilitate and support inclusive and accessible events that meet community aspirations and connect people, communities and diverse groups.

1.1.1A Implement an annual program of Council run and Council supported events.

1.1.1Ai Implement an annual calendar of destination and localised events. Manager City

1.1.1B Develop and implement the Georges River Council Event Strategy 2022 – 2027.

1.1.1Bi Implement the Georges River Council Events and Festivals Charter.

1.1.1Bii Develop and deliver workshops to build capacity within the community on Council's Events and Festivals Charter, Event Guide and Event Toolkit.

1.1.1C Maximise the utility of Netstrata Jubilee as a venue for Council’s major events.

1.1.1Ci Engage planning consultant to initiate DA to extend the event program at Netstrata Jubilee Stadium to include entertainment, cultural and community events.

1.1.1Cii Finalise POM to enable lodging of DA to stage other major events at the venue.

1.1.1Ciii Promote and market the venue to video and film production company and establish branding and operation of the functions and events business at the stadium.

Strategy 1.1.2: Foster and support programs and installations such as Art Trails and Public Art that celebrate diversity, our multicultural community, supports innovation and creativity and contributes to the creative economy.

1.1.2A Provide a range of programs such as the Georges River Art Prize and the Artist in Residence Program.

1.1.2Ai Deliver Georges River Art Prize and Artist in Residence Program. Manager Cultural Engagement and Library Services

1.1.2Aii Deliver a range of public art and cultural programs. Manager Cultural

Strategy 1.1.3: Develop, support and promote programs, services and activities that foster social support, participation and wellbeing for our diverse community regardless of age, gender, physical or mental ability, sexual orientation or cultural or religious background.

1.1.3A Develop and Implement social justice strategies to build the social strengths of the Georges River community.

1.1.3Ai

1.1.3Aiv

1.1.3B

Please note: 1.1.3Aii is now incorporated with 1.1.3Ai Social Justice Charter Plan for Georges River Council.

Strategy 1.1.4: Provide high quality, affordable education, care and protection for children across Council’s Early Learning Centres.

1.1.4A Implement the 2021-2031 Early Learning Services Strategy to meet the educational and care needs of children and their families.

1.1.4Ai

Please note: 1.1.4Aiv will be removed as this action will be completed 2023/24.

Strategy 1.2.1: Develop our library services to provide for inclusive hubs, spaces and services, collections, programs and facilities.

1.2.1A Implement the 2030 Library Strategy to improve service delivery, technology, collections, information services, community engagement and programs.

1.2.1Ai Investigate innovative ways to provide library services to the western half of the Georges River Local Government Area.

1.2.1Aii Activate the reading and sensory garden at Hurstville Library through programs and other community engagement.

1.2.1Aiii Deliver library services that reflect the diverse community of Georges River to facilitate cross-cultural communication, collaboration, mutual understanding and inclusion.

1.2.1Aiv Develop partnerships with the community, specialists and other organisations to support the delivery of programs and collections.

1.2.1Av Continue to implement the Georges River Library Debt Recovery and Management

Please note: 1.2.1Aii is placed on hold due to building constraints.

and

Strategy 1.2.2: Provide a range of affordable and accessible facilities and community hubs for community-based activities.

1.2.2Aiii Deliver actions identified in the Georges River Community Infrastructure Needs Assessment and Acquisition Area Strategy (CINAAAS).

1.2.2B Create community spaces to deliver enhanced programs and experiences for community members.

1.2.2Bi Create a multi-functional, accessible and flexible programming space.

1.2.2Bii Provide opportunities for the community to engage with the Library and Hurstville Museum & Gallery outside Council buildings through outreach, online and delivery services.

Please note: 1.2.2Aii has been removed until an organization review 6.1.1Bi has been conducted.

Strategy 1.2.3: Encourage and promote the arts and creativity through Council’s cultural facilities including Hurstville Museum & Gallery, Hurstville Entertainment Centre and Carss Park Artists Cottage.

1.2.3A Implement the Create Georges River Cultural Strategy to support our community’s cultural activities and initiatives.

1.2.3Ai Implement the Create Georges River Cultural Strategy to support and strengthen our community’s cultural activities and initiatives.

1.2.3Aii Increase the profile of Hurstville Museum & Gallery through the implementation of a comprehensive and diverse program of exhibitions and events.

1.2.3Aiii Establish and increase the profile of the creative studio in Merv Lynch Reserve.

and

Strategy 1.3.1: Implement actions to maintain and promote the community safety of our area.

1.3.1A Increase community and road safety in Georges River Local Government Area. 1.3.1Ai Deliver the 2024/25 Traffic and Transport Program and scope 25/26 Program

1.3.1B Investigate systems to improve public safety and accessibility.

1.3.1Bi Implement annual program of funded initiatives to upgrade councils’ security and CCTV systems to improve public safety and accessibility.

Strategy 1.3.2: Conduct regulatory functions in accordance with legislative requirements.

1.3.2A Adopt and implement a Fire Safety Program that maintains buildings with essential fire services to safeguard the community.

1.3.2Ai Implement actions to ensure compliance with the directions set by the NSW State Government relating to external combustible cladding and Council's Fire Safety Audit.

1.3.2B Liaise with the NSW Government and relevant stakeholders to keep up-to-date with legislative changes around regulatory functions.

1.3.2Bi Implement the 2024/25 regulatory programs to ensure compliance with the relevant legislation and to address community safety concerns.

1.3.2C Implement programs relating to food premises, skin penetration premises and regulated systems.

1.3.2Ci Establish an ongoing Public Health program, including skin penetration, regulated system and public swimming program to promote community's health and safety

Strategy 1.4.1: Encourage and promote heritage and history through collections, programs, heritage trails and protection policies.

1.4.1A Promote the retention and conservation of heritage items within the Georges River Local Government Area.

1.4.1Ai

Undertake a heritage study to review the heritage items in the Georges River Local Environmental Plan 2021 and identify any potential new items across the whole Georges River LGA. *

• Conduct a 2024/25 Heritage Building Grants Program.

1.4.1Aii Review heritage controls in the Georges River Development Control Plan 2021.

• Conduct a heritage information session for owners of heritage listed properties.

*Funding not available for 2024/25 after adoption of budget.

Performance Indicators

Measures

Utilisation of Council’s Early Learning Services

Customer satisfaction with Early Learning Services

Customer satisfaction with community centres and performance venues

Customer satisfaction with Museum and Gallery

Customer satisfaction with Library Services

Customer satisfaction with Events

Utilisation of Council's performance venues for hire.

60%

Community and Early Learning Services

Engagement and Library Services

Cultural Engagement and Library Services

City Life

PILLAR 2: OUR GREEN ENVIRONMENT

Goal 2.1: Our environmentally sustainable practices inspire us all to protect and nurture the natural environment.

Goal 2.2: Our waterways are healthy and accessible.

Goal 2.3: Greening, canopy cover and bushland and biodiversity preservation are maximised.

4 Year Deliverables

Pillar 2 deliverables for 2022-2026 are:

2.1.1A Implement the Resilience Action Plan 2022- 2040 for Council services.

2.1.1B Undertake programs and activities to educate the community on reducing energy consumption, protecting waterways, reducing waste and taking other action to improve the environment, with a focus on climate change projects.

2.1.2A Implement the Waste Strategy 2021-2040.

2.1.2B Deliver community education initiatives to support environmentally sustainable waste disposal and recycling practices.

2.1.3A Maintain and implement the Georges River Local Emergency Management Plan in collaboration with the Local Emergency Management Committee (LEMC).

2.2.1A Represent Council's ambitions for the Georges River through the GRCCC.

2.2.2A Implement the recommendations of the Foreshore Scenic Character Review into the Georges River Local Environmental Plan.

2.2.2B Maintain Council's marine and foreshore assets to be functional and safe.

2.3.1A Provide appropriate and responsive management of current and future tree assets within the Georges River Local Government Area.

2.3.2A Implement Council’s Bush Regeneration Program to protect, conserve and enhance the natural environment.

Operational Plan

We will deliver the following by June 2025

Strategy 2.1.1: Prepare the Georges River area to be resilient in addressing climate change and reducing energy and water usage.

2.1.1A Implement the Resilience Action Plan 2022- 2040 for Council services.

2.1.1Ai Report on the implementation progress of the Resilience Action Plan 2022 - 2040.*

2.1.1Bi Implement activities to educate the community on reducing energy consumption and protecting the environment.

*The implementation of the Plan is subject to a Budget Bid for FY24/25.

and

Strategy 2.1.2: Ensure waste is managed as a resource with minimal impacts from its disposal.

2.1.2A Implement the Waste Strategy 2021-2040.

2.1.2Ai Report on the implementation progress of the Waste Strategy 2021-2040.*

and

2.1.2B Deliver community education initiatives to support environmentally sustainable waste disposal and recycling practices.

2.1.2Bi Implement the annual Waste Education Program. Manager Environment, Health and Regulatory Services

**The implementation of the Strategy is subject to a Budget Bid for FY24/25.

Strategy 2.1.3: Prepare for natural disasters such as bushfires and extreme weather events.

2.1.3A Maintain and implement the Georges River Local Emergency Management Plan in collaboration with the Local Emergency Management Committee (LEMC).

2.1.3Ai Continue to drive increased greening and creation/ improvement of open space in our town centres.

2.1.3Aii Commence design of active transport and micro mobility routes within the LGA

Manager City Operational Services 2.1.3

Strategy 2.2.1: Protect the Georges River and waterways to be clean and naturalised.

2.2.1A Represent Council's ambitions for the Georges River through the GRCCC.

2.2.1Ai Support the GRCCC on an ongoing basis to progress joint programs for the benefit of the Georges River.

*The support for GRCCC is subject to a Budget Bid for FY24/25.

Strategy 2.2.2: Maintain and implement strategies to provide access to our waterways.

2.2.2A Implement the recommendations of the Foreshore Scenic Character Review into the Georges River Local Environmental Plan.

2.2.2Ai Prepare a Planning Proposal to amend the Georges River LEP to introduce biodiversity and character provisions.

2.2.2B Maintain Council's marine and foreshore assets to be functional and safe.

2.2.2Bi Prioritise and scope for open space and recreation asset renewals, rationalisation and upgrades based on the findings of Councils strategies.

Strategy 2.3.1: Increase and promote our tree canopy, shrubs and bushland coverage.

2.3.1A Provide appropriate and responsive management of current and future tree assets within the Georges River Local Government Area.

2.3.1Ai Scope a program of increased cycling opportunities across the Georges River Local Government Area.

Strategy 2.3.2: Protect and reinstate our biodiversity, including endemic flora and fauna.

2.3.2A Implement Council's Bush Regeneration Program to protect, conserve and enhance the natural environment.

2.3.2Ai

2.3.2Aii Implement the high priority recommendations of the Biodiversity Study 2021 including preparing a Biodiversity Strategy.*

* The implementation of the Study is subject to the provision of funding.

Performance Indicators

Measures

Number of hectares of active bush regeneration activities. ≥ 20

Number of native plants including trees, shrubs and ground covers planted to improve habitat, biodiversity and bushland structure (or other community tree planting) activities. ≥ 2,000

Number of volunteer hours associated with Bushcare activities. ≥ 3,000

Number of street trees planted each year. = ≥ 160

Percentage of environmental pollution complaints responded to within two business days. > 75%

Percentage of waste customer requests responded to within 48 hours. > 98%

Manager City Technical Services

Manager City Operational Services

Manager Environment, Health and Regulatory Services

Percentage of food premises inspected annually. = 100% Manager Environment, Health and Regulatory Services

2024/25 Budget

PILLAR 3: OUR ECONOMY

Goal 3.1: Local jobs and local businesses are supported to grow.

Goal 3.2: Our town centres are green, clean, vibrant and activated and have good amenities.

Goal 3.3: Georges River is a 30 minute city.

4 Year Deliverables

Pillar 3 deliverables for 2022-2026 are:

3.1.1A Promote effective economic development initiatives that benefit the Georges River Local Government Area.

3.1.2A Deliver programs to activate and increase the night time economy in town centres.

3.1.3A Actively participate with State agencies and Bayside Council to achieve the ambitions for the Kogarah Health and Research Hub Collaboration Area.

3.1.3B Prepare and implement an action plan to market the Georges River Local Government Area's investment opportunities.

3.1.3C Maximise the potential of the Kogarah Health and Research Hub.

3.1.3D Build the cultural identity of Hurstville CBD as the Heart of the City.

3.1.3E Implement initiatives in key economic sectors in response to the Economic Development Strategy.

3.2.1A Maintain Council's green open space and town centres to be functional and safe.

3.2.2A Work with other directorates and teams to implement, promote and market long-term place-based initiatives.

3.2.3A Assist and promote the greening and creation of open space in our town centres.

3.2.4A Implement the recommendations of the Commercial Centres Strategy.

3.3.1A Advancement of the ‘River Rail’ through the identification of and protection of infrastructure corridors with Transport for NSW.

3.3.1B Influence the next iteration of district and metropolitan planning, with recognition of the untapped potential of the Southern Aerotropolis

Operational Plan

We will deliver the following by June 2025

Strategy 3.1.1: Support local businesses to help protect jobs and create employment opportunities.

3.1.1A Promote effective economic development initiatives that benefit the Georges River Local Government Area.

3.1.1Ai Advocacy. To implement the Advocacy Impact Plan through targeted and strategic advocacy initiatives, including the maintenance of an Advocacy Register for the organisation.

Strategy 3.1.2: Encourage the Night Time Economy, particularly in Hurstville, Beverly Hills and Kogarah, to grow.

3.1.2A Deliver programs to activate and increase the night time economy in town centres.

3.1.2Ai Place-making / street activation. To implement the Places We Love and Open Street NSW Government Grants to increase street activation and drive new night time economy opportunities in the Georges River LGA.

Strategy 3.1.3: Target economic development in key locations and sectors within the local government area.

3.1.3A Actively participate with State agencies and Bayside Council to achieve the ambitions for the Kogarah Health and Research Hub Collaboration Area.

3.1.3Ai Economic Leadership Group. To facilitate three meetings of the Georges River Economic Leadership Group that enables genuine and authentic engagement the preparation of the next Georges River Economic Development Strategy.

3.1.3B Prepare and implement an action plan to market the Georges River Local Government Area’s investment opportunities.

3.1.3Bi Sydney’s Connected Community. To deliver a comprehensive and integrated campaign, “Sydney’s Connected Community” to an audience across the Sydney Metropolitan Region.

3.1.3C Maximise the potential of the Kogarah Health and Research Hub.

3.1.3Ci Implement, promote and market the Kogarah Investment Attraction Strategy to grow the Kogarah Health and Education Precinct.

3.1.3D Build the cultural identity of Hurstville CBD as the Heart of the City.

3.1.3Di Continue to build and promote the identity of Hurstville as the 'Heart of the City'.

Please note: 3.1.3Ci has been incorporated into 3.1.1Ai (Advocacy)

3.1.3Di has been incorporated into 3.1.1Ai (Advocacy) and 3.1.2Ai (Place-making)

Strategy 3.2.1: Provide regular maintenance and cleansing of town centres and public toilets.

Deliverables/Actions

3.2.1A Maintain Council's green open space and town centres to be functional and safe.

3.2.1Ai Undertake programmed and reactive cleansing, sportsfield and park maintenance works of Council's green open spaces and town centres.

Strategy 3.2.2: Encourage and support targeted, place-based events and activities to activate town centres. Code

3.2.2A Work with other directorates and teams to implement, promote and market long-term place-based initiatives.

3.2.2Ai Continue to implement place-based public domain initiatives across the Georges River Local Government Area.

Please note: 3.2.2Ai has been incorporated into 3.1.2Ai (Place-making)

Strategy 3.2.3: Implement greening and planting strategies in town centres.

3.2.3A Assist and promote the greening and creation of open space in our town centres.

3.2.3Ai Continue to drive increased greening and creation/improvement of open space in our town centres.

Strategy 3.2.4: Protect employment growth and services during land rezoning processes.

3.2.4A Implement the recommendations of the Commercial Centres Strategy.

3.2.4Ai Continue the work of the Commercial Centres Strategy for all centres within the Georges River Local Government Area. (Part 2)

Strategy 3.3.1: Advocate to the NSW Government to support Georges River as a 30 minute city.

Code

3.3.1A Advancement of the ‘River Rail’ through the identification of and protection of infrastructure corridors with Transport for NSW.

3.3.1Ai Prepare a business case for the ‘River Rail’ (Kogarah to Parramatta rail link).

Futures

3.3.1B Influence the next iteration of district and metropolitan planning, with recognition of the untapped potential of the Southern Aerotropolis.

3.3.1Bi Advocate for the acknowledgement of and investment in the Southern Aerotropolis through a NSW Government- led vision and plan in collaboration with local councils and key stakeholders.

Please note: 3.3.1Ai has been incorporated into 3.1.1Ai (Advocacy)

3.3.1Bi has been incorporated into 3.1.1Ai (Advocacy)

Performance Indicators

The percentage of reported graffiti removed within 5 days. > 80%

Kilometres of roads swept > 30,000

Manager City Operational Services

Manager City Operational Services Percentage of engineering operations service requests actioned against works scheduled. ≥ 80%

Manager City Operational Services All 24 commercial centres cleaned daily. =

2024/25 Budget

PILLAR 4: OUR BUILT ENVIRONMENT

Goal 4.1: New development should make Georges River more liveable, vibrant and sustainable.

Goal 4.2: Affordable and quality housing options are available.

Goal 4.3: There are a range of transport options and increased walkability and cycling to connect people, goods and businesses.

Goal 4.4: Everyone has access to quality parks and open space and active and passive recreation facilities.

Goal 4.5: Council-led development and assets provide quality, long term benefits to everyone.

4 Year Deliverables

Pillar 4 deliverables for 2022-2026 are:

4.1.1A Complete a Master Plan for Beverly Hills that will revitalise the centre and respond to the community's ideas and aspirations for the future of the centre.

4.1.1B Prepare a Master Plan for the Riverwood Local Centre in association with the Riverwood community and Canterbury-Bankstown Council.

4.1.1C Include the Hurstville Civic Centre site in the Georges River Local Environmental Plan 2021.

4.1.1D Develop and implement planning controls to protect the scenic character of the foreshore.

4.1.2A Monitor and standardise DA assessment reports and templates.

4.1.2B Provide ongoing education to the community about controls to the development and building approval processes.

4.2.1A Develop and implement an Affordable Rental Housing Scheme.

4.2.1B Provide affordable housing in one of Council's redevelopments.

4.3.1A Pursue State Government priority for express trains on the T4 line stop at Kogarah and T8 line to the CBD, the River Rail and Hurstville (or Kogarah) to Macquarie Park via Rhodes (through Burwood or Strathfield) rail line.

4.3.2A Maintain Council's footpath network to be functional and safe.

4.3.2B Continue to maintain Council’s walkways and cycleways to be functional and safe.

4.4.1A Maintain Council's buildings and open space to be functional and safe.

4.4.1B Incorporate design principles for parks and open spaces that promote resilience.

4.4.1C Implement the GRC Open Space, Recreation and Community Facilities Strategy.

4.4.2A Research and plan for active and passive recreation opportunities within the Georges River Local Government Area.

4.4.2B Progress construction of a new aquatic facility in the LGA.

4.4.3A Ensure our parks and reserves have updated Plans of Management and Master Plans.

4.5.1A Plan for and implement a purchasing program for property requiring compulsory acquisition in the comprehensive LEP.

4.5.1B Achieve service delivery outcomes through a 10 year Capital Works Program driven by Council Strategies.

4.5.1C Deliver Asset Management Plans for each Asset Class (Roads, Buildings, Open Space and Stormwater) which plan for the long term sustainability of Council’s Infrastructure assets.

4.5.1D Provide new and updated community assets such as new library services to the western part of our LGA.

Operational Plan

We will deliver the following by June 2025

Strategy 4.1.1: Prepare Development Control Plans and Master Plans to guide liveable development and amenity.

4.1.1A Complete a Master Plan for Beverly Hills that will revitalise the centre and respond to the community’s ideas and aspirations for the future of the centre.

4.1.1Ai Finalise the Master Plan for Beverly Hills Town Centre.

4.1.1B Prepare a Master Plan for the Riverwood Local Centre in association with the Riverwood community and Canterbury-Bankstown Council.

4.1.1Bi Commence the preparation of a master plan for Riverwood Local centre.

4.1.1C Include the Hurstville Civic Centre site in the Georges River Local Environmental Plan 2021.

4.1.1Ci Finalise the rezoning of the Hurstville Civic Centre.

4.1.1D Develop and implement planning controls to protect the scenic character of the foreshore.

4.1.1Di Prepare a planning Proposal to amend the Georges River LEP to introduce biodiversity and character provisions.

4.1.1Dii Prepare a planning Proposal to amend the Georges River LEP to introduce biodiversity and character provisions.

Please note: 4.1.1Bi currently has no supporting funds for FY24/25 for the Riverwood Town Centre.

4.1.1Ci is no longer required as the amendment covering the Hurstville Civic centre has been gazetted. The project has been completed.

4.1.1Dii has been removed as it is the same as 4.1.1Di

Strategy 4.1.2: Undertake rigorous assessment of development applications (DAs) by Council staff, local planning panel and Sydney South Planning Panel.

Code Deliverables/Actions

4.1.2A Monitor and standardise DA assessment reports and templates.

4.1.2Ai Ensure report templates continue to reflect current planning controls and peer review processes.

4.1.2Aii Ensure templates are up to date and reflect any legislative changes and maintain peer review processes.

4.1.2B Provide ongoing education to the community about controls to the development and building approval processes.

4.1.2Bi Hold community information session on planning development and building sessions and ensure website is up to date.

4.1.2Bii Provide and maintain up to date self-help information on Council's website.

Development and Building

Strategy 4.2.1: Develop policies that encourage a greater supply of housing diversity and choice.

4.2.1A Develop and implement an Affordable Rental Housing Scheme.

4.2.1Ai Continue with the development of an Affordable Contributions Housing Scheme that applies to the Georges River LGA.

4.2.1B Provide affordable housing in one of Council's redevelopments.

4.2.1Bi Investigate Hurstville Civic Precinct for the provision of affordable housing.

4.2.1Bii Prepare an overview of the requirement to acquire residential property for the provision of affordable housing.

Strategy 4.3.1: Provide expert advice and lobby the State Government to provide and improve public transport options such as train and bus services. Code Deliverables/Actions

4.3.1A Pursue State Government priority for express trains on the T4 line stop at Kogarah. and T8 line to the CBD, the River Rail and Hurstville (or Kogarah) to Macquarie Park via Rhodes (through Burwood or Strathfield) rail line.

4.3.1Ai Continue to lobby Transport for NSW and the Minister for Transport for improved public transport options.

4.3.1Aii Conduct economic modelling to explore the viability of reinstating train services to Kogarah in peak periods.

Please note: 4.3.1Ai has been incorporated into 3.1.1Ai (Advocacy)

4.3.1Aii has been incorporated into 3.1.1Ai (Advocacy)

Strategy 4.3.2: Plan for, improve and maintain safe and connected footpaths and cycleways. Code

4.3.2A Maintain Council's footpath network to be functional and safe.

4.3.2Ai Undertake programmed capital and reactive maintenance works of Council's footpath assets.

Services

4.3.2B Continue to maintain Council’s walkways and cycleways to be functional and safe.

4.3.2Bi Commence design of active transport and micro mobility routes within the LGA.

Strategy 4.4.1: Ensure public parks, open space and Council buildings are accessible, well maintained and managed.

4.4.1A Maintain Council's buildings and open space to be functional and safe.

4.4.1Ai Undertake programmed and reactive maintenance works of Council's buildings.

Services

4.4.1B Incorporate design principles for parks and open spaces that promote resilience.

4.4.1Bi Ensure that design principles that promote resilience are incorporated into plans for open space.

4.4.1C Implement the GRC Open Space, Recreation and Community Facilities Strategy.

4.4.1Ci Prioritise and scope for open space and recreation asset renewals, rationalisation and upgrades based on the findings of Councils strategies.

4.4.1Cii Assist the State Government to develop Business Cases, Designs and Development consent for a new Aquatic Facility.

4.4.1Ciii Implement the 2024/25 Recreational and Open Space Capital Works Program.

Strategy 4.4.2: Plan and provide active and passive recreation including skate parks and off road biking opportunities.

4.4.2A Research and plan for active and passive recreation opportunities within the Georges

4.4.2Ai Undertake detailed design for a skate and BMX facility at Olds Park.

4.4.2Aii Scope a program of increased cycling opportunities across the Georges River Local Government Area.

4.4.2B Progress the construction of a new aquatic facility in the LGA.

4.4.2Bi Assist the State Government to develop Business Cases, Designs and Development consent for a new Aquatic Facility at Carss Park.

4.4.2Bii Assist the State Government to develop Business Cases, Designs and Development consent for a new Aquatic Facility at Carss Park.

Please note: 4.4.2Ai will be completed 2023/24.

4.4.2Bii is a duplicate action to 4.4.2Bi therefore is removed.

Strategy 4.4.3: Review Plans of Management for all open space in the local government area.

4.4.3A Ensure our parks and reserves have updated Plans of Management and Master Plans.

4.4.3Ai Continue the Plans of Management for Crown Lands in accordance with the Crown Land Management Act.*

4.4.3Aii

* The continuation of work on this project is subject to funding in the FY24/25 budget.

Strategy 4.5.1: Provide new and upgraded community assets such as a new library services to the western part of our local government area. Code

4.5.1A

4.5.1Ai

4.5.1C Deliver Asset Management Plans for each Asset Class (Roads, Buildings, Open Space and Stormwater) which plan for the long term sustainability of Council’s Infrastructure assets.

4.5.1Ci

Performance Indicators

Measures

Percentage of pothole requests made safe and scheduled for repair within 48 hours.

100%

Civil design for private works completed within timeframe > 90%

Maintain the Asset Renewal Ratio above industry benchmarks. > 100%

Percentage of utility restorations completed within timeframe advised.

Percentage of occupancy across Council-owned commercial properties.

Mean gross assessment times (in days) on DAs, modifications, DA reviews.

80%

90%

Percentage of Construction Certificates determined in 21 days. > 90%

Percentage of planning proposals meeting Gateway determination timeframes. > 85%

Number of DAs determined. > 360 *

Executive Manager City Operational Services

Manager City Technical Services

Manager Strategic Placemaking

Executive Manager City Operational Services

Head of Strategic Property

Manager Development and Building

* Please note historically the original annual target has been unattainable to >800 therefore a realistic target is >360

2024/25 Budget

PILLAR 5: OUR PLACE IN SYDNEY

Goal 5.1: Leadership focuses on innovation and improving the customer experience.

Goal 5.2: The three spheres of government work together to improve services and facilities in our area.

Goal 5.3: Georges River is known for being environmentally and culturally rich and enhances its metropolitan position as a destination for people and business.

4 Year Deliverables

Pillar 5 deliverables for 2022-2026 are:

5.1.1A Explore the viability of a university precinct in Georges River Local Government Area and new investment from government and private enterprise to increase the region’s competitiveness as a place for investment and innovation.

5.1.2A Improve consistency and reliability of service across all customer contact channels.

5.2.1A Develop an advocacy strategy that identifies how Georges River Council can influence government policy and secure government investment in the Georges River Local Government Area.

5.2.1B Work with neighbouring councils to facilitate major projects with long-term delivery timeframes.

5.2.2A Develop an engagement program for services and facilities where regional collaboration would assist in their delivery, including those identified in the GRC Open Space, Recreation and Community Facilities Strategy.

5.3.1A Develop and build a brand and identity for the Georges River Local Government Area.

5.3.1B Establish Council’s reputation as a leading local government organisation.

Operational Plan

We will deliver the following by June 2025

Strategy 5.1.1: Promote Georges River as a place for innovation and collaboration and a desirable location for government and private investment.

5.1.1Ai Develop an investment prospectus for the whole Georges River Local Government Area.

5.1.1Aii Local business. To provide a suite of resources, information and events to support local businesses to be innovative and grow.

5.1.1Aiii Implement grant projects that improve place, especially in key employment centres.

Please note: 5.1.1Ai has been incorporated into 3.1.1Ai (Advocacy) and 3.1.3Bi (Sydney’s Connected Community actions)

5.1.1Aiii has been incorporated into 3.1.2Ai (Place-making)

Strategy 5.1.2: Provide positive experiences across all customer interactions for our community and visitors.

5.1.2A Improve consistency and reliability of service across all customer contact channels.

5.1.2Ai Expand availability and range of self-service options for customers.

5.1.2Aii Establish a new baseline for Georges River website engagement and accessibility utilising new and existing analytics tools.

5.1.2Aiii Develop and deliver role-specific customer experience training and mentoring for all Council staff to support a customer-centric culture.

5.1.2Aiv Identify and implement improved methods for community members to contact Council and provide feedback

Please note: 5.1.2Aii has been incorporated in other Communication & Engagement actions.

City Life

Strategy 5.2.1: Advocate to all levels of government to ensure critical infrastructure accompanies residential and employment growth.

5.2.1A Develop an advocacy strategy that identifies how Georges River Council can influence government policy and secure government investment in the local government area.

5.2.1Ai Implement an Advocacy Program to raise Council's reputation/profile and ultimately influence government policy to secure government investment in the Georges River Local Government Area.

5.2.1B Work with neighbouring councils to facilitate major projects with long-term delivery timeframes.

5.2.1Bi Develop strategic partnerships to influence key government policy and bring investment to the Georges Local Government Area.

5.2.1Bii Deliver an engagement program for city and council advocacy. Executive

Please note: 5.2.1Ai has been incorporated into 3.1.1Ai (Advocacy)

5.2.1Bi has been incorporated into 3.1.1Ai (Advocacy)

5.2.1Bii has been incorporated into 3.1.1Ai (Advocacy)

Strategy 5.2.2: Investigate the opportunities for government land and shared facilities being used for open space and other uses e.g. schools and health.

5.2.2Ai Continue with shared and joint use program with Department of Education.

Strategy 5.3.1: Demonstrate our environmental and cultural riches through policies, programs and projects to showcase and immerse our residents and visitors in our lifestyle.

5.3.1A Develop and build a brand and identity for the local government area.

5.3.1Ai Continue to develop and build a brand and identity for the Georges River Local Government Area.

Futures

5.3.1B Establish Council’s reputation as a leading local government organisation.

5.3.1Bi Develop strategic partnerships and influence key government policy to bring investment into the Georges River Local Government Area.

Futures

Please note: 5.3.1Ai has been incorporated into 3.1.3Bi (Sydney’s Connected Community actions)

5.3.1Bi has been incorporated into 3.1.1Ai (Advocacy)

Performance Indicators

Measures

Annual Target Responsibility

Level of 'place satisfaction' for key and emerging centres. Level of satisfaction increases Manager Strategic Placemaking

*Council’s overall Customer Experience Rating. ≥ 65% Manager City Life

* Please note: Percentage of customers satisfied with the overall experience with their customer request to Council and Customer satisfaction with face-to-face interaction at Council operated facilities is captured in the above performance measure ‘Council’s overall Customer Experience Rating’.

2024/25 Budget

PILLAR 6: OUR GOVERNANCE

Goal 6.1: Our community’s voice is considered in planning the area’s future.

Goal 6.2: Our decisions are based on evidence which consider financial impacts, the environment and impacts on future generations.

Goal 6.3: Our community knows why and how decisions are made.

Goal 6.4: The workforce is inspiring, diverse and engaged.

4 Year Deliverables

Pillar 6 deliverables for 2022-2026 are:

6.1.1A Embed a culture of continuous improvement where we use the feedback provided by the community to improve our programs and services.

6.1.1B Develop a service delivery review program of Council’s services.

6.1.1C Embed Council's Engagement Strategy as an overarching process for all Council engagement activity.

6.1.1D Refer a broad range of Council and community issues for engagement to Council’s Your Say platform.

6.1.1E Develop comprehensive engagement and communication plans for Council’s community engagements.

6.1.1F Develop an Annual Community Consultation Progress report.

6.1.1G Provide opportunities for the community to engage with their ward Councillors.

6.1.2A Deliver and report on Council's financial assistance program.

6.2.1A Facilitate the Audit, Risk and Improvement Committee (ARIC) to fulfil its responsibilities under the Local Government Act and ARIC Charter.

6.2.1B Promote and assist in creating an ethical organisational environment with emphasis on internal controls, efficiency, effectiveness and good governance.

6.2.1C Implement a Councillor training program to improve decision making, facilitate better communication with the local community and assist Councillors to acquire and maintain the skills needed to perform their role.

6.2.2A Ensure financial decisions address the key financial sustainability risks to secure Council's immediate and longterm future.

6.2.2B Ensure the Long-Term Financial Plan incorporates strategic priorities and risks.

6.2.2C Ensure financial policy and process improvements focus on the integrity of controls, improved data for business decisions and customer experience.

6.2.3A Annually review Council’s enterprise and operational risks.

6.2.4A Review procurement policy and practice through the Local Government Procurement Program.

6.2.5A Implement the Digital Resourcing Management Plan.

6.3.1A Maintain online public registers as required under the Government Information (Public Access) Act 2009 (GIPA) and Designated Persons disclosure returns (section 4.21-4.27 of Council's Code of Conduct).

6.3.1B Report to the Office of Local Government and the NSW Ombudsman on Code of Conduct and Public Interest Disclosure matters in accordance with statutory reporting requirements.

6.3.1C Comply with all requirements of Integrated Planning and Reporting legislation, including progress reports for the Community Strategic Plan, Delivery Program and Operational Plan.

6.3.1D Provide live webcasting of all Council and Committee meetings.

6.3.1E Maintain online records of Council and Committee papers and minutes.

6.4.1A Implement a Workplace Health and Safety System to support a well and safe workplace.

6.4.1B Implement the 2022-2026 Workforce Management Plan.

Operational Plan

We will deliver the following by June 2025

Strategy 6.1.1: Commit to consult and engage the community on projects, initiative and issues which have an impact on their lives.

6.1.1A Embed a culture of continuous improvement where we use the feedback provided by the community to improve our programs and services.

6.1.1Ai Undertake the biannual community satisfaction survey and provide results to managers and the Executive team for action.

6.1.1B Develop a service delivery review program of Council’s services.

6.1.1Bi Develop an ongoing service review program roadmap. Manager Office of the

6.1.1Bii Conduct an organisation wide review of Council services including commercial property, paid parking and premium facilities.

6.1.1C Embed Council's Engagement Strategy as an overarching process for all Council engagement activity.

6.1.1Ci Maintain on Your Say a community facing dashboard on engagement activity.

6.1.1Cii To expand the suite of resources and training programs for Council staff to create more opportunities for community engagement.

6.1.1D Refer a broad range of Council and community issues for engagement to Council’s Your Say platform.

6.1.1Di To deliver an innovative approach utilising a broad range of tools to enable authentic community engagement.

6.1.1E Develop comprehensive engagement and communication plans for Council’s community engagements.

6.1.1Ei To create and implement an engagement and communications plan for major projects.

6.1.1Eii Maintain on Your Say a community facing dashboard on engagement activity.

6.1.1F Develop an Annual Community Consultation Progress report.

6.1.1Fi To develop a comprehensive community engagement report for Council's annual report and maintain on Your Say a community facing dashboard engagement activity.

6.1.1G Provide opportunities for the community to engage with their ward Councillors.

6.1.1Gi Provide a Meet Your Ward Councillor session for each ward annually. Manager Office of the

Please note: 6.1.1Ai has been incorporated Communication & Engagement actions.

6.1.1Bii has been removed until an organization review 6.1.1Bi has been conducted.

6.1.1Eii has been incorporated into 6.1.1Fi

Strategy 6.1.2: Ensure Council’s financial assistance and grants programs are managed effectively.

Code Deliverables/Actions

6.1.2A Deliver and report on Council's financial assistance program.

6.1.2Ai Provide reports on Council's financial assistance program, including community grants, microgrants, venue hire program, heritage grants, event grants, event sponsorship and donations program.

Strategy 6.2.1: Ensure the behaviour and decisions of councillors and staff is professional and ethical.

6.2.1A Facilitate the Audit, Risk and Improvement Committee (ARIC) to fulfil its responsibilities under the Local Government Act and ARIC Charter.

6.2.1Ai Facilitate ARIC reports to Council on activities and functions, including an Annual Report from the ARIC Chair.

6.2.1Aii Facilitate renewal or replacement of ARIC independent member by June 2025.

Assessment to be completed prior to reappointment. If not renewed, recruit a new ARIC member to the Committee through an EOI process to replace outgoing member.

6.2.1Aiii Prepare an annual ARIC Responsibility Calendar reflecting Local Government and ARIC Charter requirements to be completed throughout the year.

6.2.1B Promote and assist in creating an ethical organisational environment with emphasis on internal controls, efficiency, effectiveness and good governance.

6.2.1Bi Complete the 2024/25 Audit Program.

6.2.1Bii Implement

6.2.1Biii Continue rolling out governance-focused education, enhancing organisational frameworks, and implementing safeguards to ensure the Council promotes and enforces high ethical standards.

6.2.1C Implement and deliver a Councillor induction and professional development program to ensure the Mayor and Councillors are aware of the knowledge, skills and personal attributes expected of them in their civic roles under the Local Government Act 1993, and of the support Council should be providing to ensure they are able to effectively fulfil their roles.

6.2.1Ci Provide ample training and development opportunities (offered both externally and internally) to ensure diversity of choice and availability.

6.2.1Cii Provide opportunities for a recommended minimum of 12 hours of skill and/or development training to be achieved by each Councillor annually.

Strategy 6.2.2: Maintain a sustainably strong financial position balanced with demand for essential services and new projects and having regard for Section 8(b)(d)(ii) of the Local Government Act (the current generation funds the cost of its services).

6.2.2A Ensure financial decisions address the key financial sustainability risks to secure Council's immediate and longterm future.

6.2.2Ai Align the annual budget strategy to incorporate proposed new projects and programs and to facilitate financially sustainable decisions.

6.2.2B Ensure the Long-Term Financial Plan incorporates strategic priorities and risks.

6.2.2Bi Ensure the annual Long Term Financial Plan adequately highlights emerging risks and outlined actions to remediate.

6.2.2C Ensure financial policy and process improvements focus on the integrity of controls, improved data for business decisions and customer experience.

6.2.2Ci Expand payment channels and self-service online access for financial processes.

Strategy 6.2.3: Undertake effective risk management to manage risks that may arise.

6.2.3A Annually review Council’s enterprise and operational risks.

6.2.3Ai Maintain the focus on education, awareness and mitigation with respect to risk management and increase Council maturity in regards to Council's Enterprise Risk Management framework.

6.2.3Aii Review and report on the Governance and Risk Frameworks status to the Audit, Risk and Improvement Committee.

Strategy 6.2.4: Ensure procurement policies and practices demonstrate best practice in probity assurance and legislative compliance.

6.2.4A Review procurement policy and practice through the Local Government Procurement Program.

6.2.4Ai Focus on procurement and contracts governance strategies and practices via continued training, reporting and awareness.

Strategy 6.2.5: Undertake effective management of council’s digital framework to enable responsive and timely services and information.

6.2.5A Implement the Digital Resourcing Management Plan.

6.2.5Ai Continue to implement digital transformation initiatives that improve our e-planning, regulatory and asset management services.

6.2.5Aii Engineering Trust through the implementation of the independent information security audit program, to build business resilience and safeguard Council's information.

6.2.5Aiii Implement Annual program of funded initiatives for organisational plans of Council: - Customer and Digital Experience Program - Cultural Program - 2030 Library Strategy - 2021-2031 Early Learning Services Strategy.

6.2.5Aiv Review Council’s Enterprise architecture to future proof and enable secure, scalable information services.

Strategy 6.3.1: The community is informed, has access to information and Council reports and reports from other levels of government, institutions and organisations pertaining to Georges River are made public.

6.3.1Ai Continue to maintain online public registers as required including gifts and benefits and Councillor disclosures of interest returns.

6.3.1B Report to the Office of Local Government and the NSW Ombudsman on Code of Conduct and Public Interest Disclosure matters in accordance with statutory reporting requirements.

6.3.1Bi Continue reporting statistics to the Office of Local Government, NSW Ombudsman and the Information Privacy Commission in accordance with statutory reporting requirements and Council's Procedures for the Administration of the Code of Conduct and Public Interest Disclosures Reporting Policy.

6.3.1C Comply with all requirements of Integrated Planning and Reporting legislation, including progress reports for the Community Strategic Plan, Delivery Program and Operational Plan.

6.3.1Ci Communicate Council’s progress against the Community Strategic Plan, Delivery Program and Operational Plan.

6.3.1D Provide live webcasting of all Council and Committee meetings.

6.3.1Di Recordings of all Council and Committee meetings to be available on Council's website for a period of four years (from 2021 onwards).

6.3.1E Maintain online records of Council and Committee papers and minutes.

6.3.1Ei Ensure the unconfirmed minutes of each meeting of Council are published on Council's website within five business days.

Strategy 6.4.1: Implement leading people practices to create a high performing, capable and resilient workforce.

6.4.1A Implement a Workplace Health and Safety System to support a well and safe workplace.

6.4.1Ai Evaluate Work, Health and Safety (WH&S) procedures and implement effective controls to manage WH&S risks.

6.4.1B Implement the 2022-2026 Workforce Management Plan.

6.4.1Bi Enhance and refine Council’s Performance Excellence Program to achieve leading practices in reviewing, managing and recognising performance, fostering an environment where employees are engaged, aligned and motivated to excel in their roles.

6.4.1Bii Design and Implement Council's Diversity, Inclusion and Belonging Strategy to ensure a diverse and inclusive workplace that supports and develops great people from diverse backgrounds, ensuring our people feel valued and are showing up to work as their best self.

6.4.1Biii Refine and strengthen Council’s wellness and belonging program to drive a healthier, happier and more productive and engaged workforce, and promote Council as an employer of choice.

6.4.1Biv Design and Implement Council's Talent Acquisition and Retention Strategy to drive greater diversity and ensure we have the right people in the right roles with the right capabilities.

6.4.1Bv Design a modern and future read flexible working scheme, embracing flexibility for success, by establishing flexible working arrangements that truly promote flexibility across our diverse workforce.

Performance Indicators

Measures

Actual year-to date income is no more than +/- 5% from the yearto-date approved budget. -5% under budget

Actual year-to-date expenditure is no more than +/- 5% from the year-to-date approved budget. -5% under budget

Investment portfolio returns for the past 12 months exceeding industry benchmark as disclosed by CPG. Benchmark Exceeded

Rates and annual charges outstanding <5%

Percentage compliance with statutory and legislative reporting requirements (Office of Local Government Compliance Calendar).

Percentage of WHS Incident Management Corrective Actions finalised within agreed times

100%

60%

Percentage of Cyber Threats blocked >95%

Cyber Threat Preparedness ≥ 90%

Percentage of Critical devices on Council's network fully patched

90%

Percentage of correspondence responded to within 14 days. > 80%

Percentage of complaints completed within agreed times.

Percentage of customers satisfied with the overall experience with their customer requests to Council.

Customer satisfaction with face-to-face interaction at Council operated facilities.

90%

80%

Council's overall Customer Experience rating ≥ 65%

Percentage of customer requests completed within agreed times. ≥ 80%

Percentage of legal cases determined in accordance with Council’s corporate and strategic objectives including successful prosecutions (convictions) and/or fines for major environment offences, including tree breaches.

Attempted resolution of Class 1 merit appeals by way of alternative dispute resolution such as s34 conciliation wherever possible and appropriate.

Council decisions made at meetings closed to the public.

75%

Chief Financial Officer

Head of Governance and Risk

Manager People and Culture

Chief Information Officer

Manager City Life

Manager Legal Services

100%

10%

Council Meeting business papers to be publicly available on Council's website at least three days prior to each meeting. ≥ 3

Percentage of Committee Meeting business papers publicly available on Council's website at least three days prior to each meeting.

Number of registered speakers at Council Meetings.

Number of registered speakers at Committee Meetings.

Manager Legal Services

Manager Office of the General Manager

Financial Estimates

About the 2024/25 Budget

The annual budget adopted by Council forms our Long-Term Financial Plan (LTFP) which is an essential tool for securing sustainability.

As per the relevant legislation, financial decision making is to give due consideration to promoting the financial sustainability of Council through:

• The progressive elimination of operating deficits

• The establishment of a clear revenue path for all rates linked to specific expenditure proposals

• Ensuring that any proposed increase in services and/ or assets is within the financial means of Council, or pursue a Special Rate Variation

• Ensuring the adequate funding of infrastructure maintenance and renewal

• The use of borrowing is appropriate and financially responsible

• The fair and equitable distribution of the rate burden across all ratepayers.

The 2024/25 Budget has been developed based on the 2024/25 Budget Strategy and the Independent Pricing and Regulatory Tribunal (IPART) approval for a Special Rate Variation.

A requirement of our approved Special Rate Variation from IPART is to identify $12 million in permanent cost containment and efficiencies over the period of 2022/23 to 2024/25, however due to high levels of inflation, increases to employee costs under the current award and other unforeseen events such as inclement weather and the global pandemic, these permanent cost reductions and efficiencies have proved difficult to achieve.

The 2024/25 Budget will be the third year Council is forecast to achieve a surplus and difficult prioritisation of valued services, projects and programs will be essential in achieving financial sustainability and compliance with Council’s legislative obligations.

After a number of years with constraints to Council’s cash contribution to funding capital projects, the 2024/25 draft budget includes increased Council contribution to critical asset classes, such as roads, footpaths, and buildings.

This increase in Council’s contribution is attributed to the adopted budget surplus in the previous years spanning 2022/23 and 2023/24. Other capital projects have been prioritised to focus on grant and contribution funded projects along with high priority critical asset renewal programs.

In order to achieve the $2 million surplus target, the budget has been prepared on the following strategy:

• Objective of achieving an operating surplus with future years projection as per the adopted LTFP.

• Application of the approved Special Rate Variation of 5.8%.

• Cost reduction strategy applied to both employee costs and materials and services, with an aim of totalling $4 million.

• Service levels have been capped to align with constrained resources and achieve the operating surplus adopted in the LTFP.

• Award increase is 3.5% ($1.8 million), plus Superannuation increase 0.5% to 11.5% ($300,000 annually) and Award Bonus Scheme of $1,000 ($500,000)

• The employee costs reduction strategy has been amended to be based on a natural vacancy rate of 6.5% and a 16-week recruitment trend, rather than enforced holds.

• Two-week Christmas shutdown that includes the provision of three grant days.

• A CPI increase of 3.0% has been applied across a broad range of materials, services and expenses, in line with published ABS forecast assumptions.

• Income projections are based on business as usual.

• Subsidies are proposed to be applied to Council’s premium facilities and community facilities.

• Investment interest income has been projected to be maintained at current levels for the next 12 months based on the current rate of return and cash levels.

• Domestic waste charges have increased, with a cost recovery strategy being applied.

• The mandatory (legislated) pensioner rebate has been maintained at $1 million.

• Depreciation is forecast to increase by $2.9 million due to construction of new assets, immaterial disposal of assets, asset condition deterioration and the rising cost of replacement.

• Eligible Fees and Charges have been set at a 5% increase to ensure cost recovery of the material cost increases.

• Council’s rates default level has been assumed to stay within benchmark parameters of less than 5%.

• The Councillor Discretionary Ward fund of $75,000 has been included as part of the budget strategy.

• Insurance premiums have been set to increase based on natural disaster, cost of replacement, new assets, heightened risk environment, etc.

• Community and sporting group rental subsidies remain unchanged ($1.5 million in forgone income).

• Subsidies around the Venue hire program remains unchanged (approximately $430,000 in forgone income).

• Childcare fees have been set to comply with the Childcare Policy of cost neutral operating budget.

• Strategic land acquisitions for open space have not been included in the budget due to uncertainty around when these will occur. If there is an opportunity for acquisitions these will seek the relevant budget approval in a separate report to Council.

• Budget bids have been selected and prioritised based on legislative, strategic and safety drivers with over $4.5 million in additional operational projects, bids or other costs deferred/removed/reduced in 2024/25.

• The multiyear Capital Program Budget has increased from the recently revised budget of $96.9 million, which covers 2022/23 to 2024/25, to a $104.5 million budget to occur from 2024/25 to 2026/27. Any capital works budgeted to occur in 2023/24, that do not get completed, will be added to the $104.5 million program as part of the carryover process in 2024/25.

• A number of operational and capital project submissions have been deferred. These can be considered in future operational plans, as and when Council’s priorities and financial situation changes. The list of deferred projects and can be found in Appendix 1.

Based on this approach, the adopted surplus of $2 million remains on track to deliver future year surpluses in the medium term. The later years of the Long-Term Financial Plan (LTFP) indicate a deficit position will occur (shown as Model 1 in the Resourcing Strategy) and will need to be addressed in the coming years.

Full details of Council’s 10-year LTFP, which includes the budget result, are outlined in the Resourcing Strategy.

Capital Program

The revised program has been developed by established clear priorities. All projects included in the 2024/25 Capital Program:

• Prioritise Infrastructure Renewal Programs, such as: transport, stormwater, open space, building and others.

• Align to the Resourcing Strategy and Long-Term Financial Plan

• Have an identified eligible funding source(s)

• Adhere to strategic asset management principles and practices.

• Link to a Plan of Management (POM), Master Plan, Council Strategy/Plan and/or Stakeholder Plan

• Support Council’s recently adopted Environmental Resilience Action Plan 2022-2040.

• Street Sign Replacement Program

• Kerb and Gutter Rehabilitation Program

• Road Rehabilitation Program

• Transport Facilities Program

• Stormwater Relining Program

• Parks Fence Renewal Program

• Playground and Playspace Renewal Program

• Recreational cycle network

• Beverley Park Catchment Works

• Childcare Centre Building Renewal

• Donnelly Park Foreshore Protection & Environmental Enhancement

• Lugarno Passive Watercraft Launching Facility

The following projects will continue into 2024/25:

• Olds Park Premium Sporting Facility

• Hardiman Reserve (former Oatley Bowling Club site) Works

• Carss Park Pool Site Decontamination and Remediation works

• Riverwood High Pedestrian Activity Area.

Budgeted Income Statement

Budgeted Statement of Financial Position

Budgeted Statement of Cash Flows

Projected Restricted Cash Reserves Balances

Key Performance Indicators

Performance Ratio (Measures the extent of Council's Revenue (net of Capital Grants) coverage of Expenditure)

Works & Asset renewals (Measures Council's expenditure on renewal of assets in relation to the annual Depreciation charge)

Debtor Collection Rate - Other Debtors (net of Rates) (Measures Council's

& Maintenance as a % of WDV of Assets

Capital Program Budget

Capital Program by Asset Class

to specific projects during the financial year.

2024/25 Budget Bids (non-business as usual) – Inclusions and Deferrals

Project Title

Oatley to Como Active Transport Design

Road Rehabilitation Program

Kerb and Gutter Rehabilitation Program

Included

Included Transport Facilities Program

Bus Stop Compliance Program

Footpath Renewal Program

Street Sign Replacement Program

Active Transport Pathway Program

Road Safety Renewal Program

Streetscape Upgrade and Renewal

Stormwater Relining Program

Included

Included Minor and Emergency Stormwater Works Program

Parks Fence Renewal Program

Carss Bush Park Tidal Pool Netting Renewal

Marine Infrastructure Asset Management Program

Tom Ugly's Point Reserve Marine Asset Renewal

Included

Included Open Space Lighting Renewal Program

Included Minor Open Space Capital Renewal

Renown Park Field Upgrades

Included Playground and Playspace Renewal Program

Renewals and Refurbishment Program

Included

Included Green Kyle Bay sporting and public amenities construction

Included Lower Poulton Park Amenity Construction

Building Design for Critical Renewal

Building Minor Renewal Works Program

Carss Park Narani Waterproofing

Jack High Child Care Centre - Outdoor & Building Improvement

Oatley West Childcare - Rectification Works

Oatley West Childcare - Replacement of Passenger Lift

Penshurst Long Day Care- Refurbishment of Kitchen, Bathrooms, Nappy Change Area

Hurstville Entertainment Centre - Replacement of goods lift

Hurstville Entertainment Centre Renewal

Hurstville Aquatic Leisure Centre - Basketball Infrastructure Replacement

Included

Project Title

Hurstville Aquatic Leisure Centre - Chemical Storage and Dosing Unit Replacement

Hurstville Aquatic Leisure Centre Gym Equipment Replacement and Minor Works

Hurstville Aquatic Leisure Centre - Mechanical and electrical renewal works

Sans Souci Leisure Centre - Power Supply Upgrade

Hurstville Civic Centre - Mechanical Renewal Works

Hurstville Civic Centre - Replacement of Roof Waterproofing

Hurstville Museum & Gallery - Demolish and replace Storage Shed and Shelter

Hurstville Museum & Gallery-Building - external restoration

Netstrata Jubilee Stadium - Eastern Amenities Block Replacement

Netstrata Jubilee Stadium - Food Outlet Compliance Works

Kogarah Civic Centre - Boiler and Services Upgrade

Solar Installation Program

Compliance and ongoing renewals for branch libraries

Hurstville House Airconditioning Upgrade

Hurstville House Lift Upgrade

Heavy Vehicle & Mobile Plant Replacement Program

Passenger Vehicle Replacement Program

Riverwood High Pedestrian Activity Area Works

Forest Road Hurstville Underground Power

Design & construct recreational cycle network

Beverley Park Water Sensitive Urban Design Implementation

Carss Park Decontamination & Remediation

Carss Bush Park Playspace Upgrade

Charles Pirie Reserve Lighting Upgrade

Kempt Field Playspace Relocation

Lugarno Passive Watercraft Launching Facility

Penshurst Park Operable Fence

Olds Park - Shared Path & Pedestrian Lighting

Donnelly Park Foreshore Protection & Environmental Enhancement

Off Leash Dog Park Embellishments - Hogben Park

Oatley Park Fence Construction

Todd Park Sporting Complex

Hardiman Reserve (former Oatley Bowling Club)

Included

Project Title

Olds Park Premium Sporting and Community Facility

Hurstville Library - Fire Safety and Building Defect Upgrades

Gifford Park - Permanent Sporting, Amenities & Storage

Commercial Property Minor Renewals

IMT Renewal Program

Library Resource Renewal Program

Beverly Hills Master Plans - QS Report for Public Domain

Improvements for Contributions Plan Amendment

Kogarah Strategic Centre Master Plan

LEP Program - Stage 3 - Commercial Centres Strategy Part 2

Mortdale Master Plan Implementation - Preparation of DCP Controls and Contributions Plan Amendment

Riverwood Master Plan Stage 1

Ocean Street Kindergarten - refurbishment of laundry/toilet area

Multi-functional and flexible programming space at Hurstville Library

12 Merriman Street Kyle Bay- Noise suppression aircon and refrigeration plant

Oatley Park Foreshore Upgrade Design

Hurstville Oval Field Drainage

2 Belgrave Street Kogarah - Boiler Replacement

Hurstville Golf Course Club House furniture

The Green (Merriman Reserve) Sporting and Public Amenities Investigation, Design and Consultation

Kogarah Civic Centre - Renewal Works

Quarry Reserve Tennis Courts & Amenities Rejuvenation

Building Upgrades - 1A Allen Street, South Hurstville

Hurstville Entertainment Centre - Renovation Works

Ken Rosewall Tennis Centre - Resurfacing Program

Carpark Renewal Program 2024/25

Riverwood Park - Sportfields Upgrade

Speed Detection Program

Hurstville House - Electrical Renewal Works

Jubilee Stadium - Western Grandstand WiFi Project

Connecting Black Forest Reserve, Beverly Hills Park & M5 Linear Park

Upgrades to branch libraries

Renovation of Hurstville House Ground Floor Bathrooms

Included

Deferred

Included

Deferred

Project Title

CCTV installation Hurstville Aquatic Leisure Centre

Teams Meeting Room Pilot

IMT - Replacing of ageing Staff Wi-Fi Equipment

IMT - Disaster Recovery (DR) Asset Replacement

Hurstville Entertainment Centre LED Screen

Hurstville Auditorium - Marana Auditorium Chair Replacement

Smart access for Merv Lynch Reserve artist studio and Carss

Park artist cottage

New Plans of Management - Crown Lands Reserves

Mortdale Depot - Camera & Alarm Upgrade

Gifford Park Building Hire for the Soccer Club

Poulton Park synthetic fields infill top ups

Hurstville Civic Precinct - Stage 2 Feasibility

Connelly Street Car Park Penshurst - Redevelopment

Feasibility Study

Random and Suspicion Drug and Alcohol Testing Program

Legacy System Migration

CCTV Camera Proactive Maintenance Works

AI Introduction into the workplace - Training and Tools

Project Governance Audit - Resourcing

Health and Staff Well-Being

Additional budget for Lunar New Year

A&I Deferred

BACS Deferred

C&C Deferred

Deferred

A&I Included

BACS Included

C&C Included online/app rostering platform

Customer Contact Centre Solution

Additional budget for translation services of key Council documents into easy English and/or community languages

Carryovers to FY24/25 as at 30/01/2024 - $250,000 remaining in relevant PUs

Amendment to contributions plans

LSPS Review

Planning Agreements - economic and legal review

Planning Proposals Assessment

Coastal Management Program – Georges Riverkeeper

Carbon Emissions Assessment and Certification

Internal Investigation Process

Review of Community Strategic Plan

Organisational Service Reviews

Graduate - Asset Management

C&C Included

Included

E&P Included

OGM Included

A&I Deferred

Project Title

Hurstville Golf Course Maintenance

Sporting fields renovation program

Tree Canopy Increase Program

Lease of Gym Equipment - Hurstville Aquatic Leisure Centre

Turf Maintenance Fees - Outdoor Wickets at Norm O'Neill Cricket Training Centre

Office Fit Out

Temporary Sports Field Lighting at Charles Pirie Sporting Field.

Purchase of Building Asset Maintenance System

Emergency Operational Budget for Facilities and Open Spaces

Operational budget Increase for roads maintenance CC 5156

Operational budget Increase for Kerb and Gutter maintenance CC 5154

Flood investigations Dawn and Issac Street, Gloucestor, Mortdale industrial

Lighting design and installation of street lights in response to customer requests/complaints about poor lighting level

Storm water CCTV investigation

Maintenance of pathway between upper and lower Gannons Park

Archives Digitisation

GIS Training to support Transition to the Cloud

Waste Data Cleansing and Preparation

iFerret (Corporate Search) - Additional Connectors One Drive, SharePoint and Teams

Additional Expertise to support the next, "Go to Market" phase of the Enterprise Systems Review

Commercial Car Parking - Electric Vehicle Charging - Cost Benefit Analysis

Snap Send Solve integration with Technology One

Compliance Officer Digital Images Storage

Cyber Security Resourcing

Internet connection, Firewall and content filtering in Hurstville and Kogarah Library for public usage

On-going funding of casual GIPA officer

Employee Assistance Program (EAP) Expansion

Australasian Management Challenge Participation

External Review of Procurement Suite of Contracts

Hurstville Museum & Gallery - Permanent exhibition upgrade

Hurstville Museum & Gallery - collection valuation project

Project

Operating A&I Deferred

Operating A&I Included

Operating A&I Deferred

Operating BACS Deferred

Deferred

BACS Deferred

C&C Deferred

Project Title

Create Georges River - Cultural benchmarking survey

Additional budget for hiring Christmas decorations for town centres

Consultant to prepare and assess Development Applications for Events

Customer Experience (CX) consultancy and Biennial benchmarking

Consultant to prepare and assess Development Applications for Events

Heritage Study to review heritage items in the GRLEP 2021 and identify any potential new items across the whole LGA

Updated heritage assessment of Carss Bush Park

Aboriginal Heritage Study and Management Strategy - Council resolution dated 26/07/2021

Glenlee Aboriginal and Natural Heritage Significance Assessments

CCL011A-22 - Council resolution to prepare a Heritage Assessment for 247 Princes Highway, Carlton - Old Kogarah Inn

Continue the Affordable Housing Contributions Scheme Project - for LGA wide & its implementation into Council's T1 system

Heritage Local Building Grants 24/25 to 25/25 (18 months)

Park Regulatory Signage

Companion Animal Identification and De-sexing Program

Wildlife Protection Area implementation (cat control)

C&C Deferred

E&P Deferred

E&P Included

E&P Deferred

Urban Heat Benchmarking in Georges River LGA Operating E&P Deferred

Commemorative tree replacement Operating E&P Included

Urban Heat Benchmarking in Georges River LGA

Feral Animal Control - Foxes

Kingsgrove Solar Installation Plan

Gas Management Plan

Sustainable Design guide

E&P Deferred

E&P Included

E&P Deferred

Sustainable Design guide Operating E&P Deferred

Tree Replacement Inspection Program

Subpoena and notice compliance

New website for Georges River Council

E&P Deferred

OGM Deferred

Citizen’s Jury Operating OGM Deferred

Community Engagement Translation Operating OGM Deferred

Rating and Revenue Policies

Rating Structure

Council’s rate revenue is regulated by the NSW Government and this arrangement is known as rate pegging. Rate pegging limits the amount that Council can increase its total annual rate revenue from one year to the next. Any increases above the rate peg, require approval by the Independent Pricing and Regulatory Tribunal (IPART) and are known as a Special Rate Variation.

Following extensive consultation with the community over a number of years, Council received formal approval from IPART on its New Rates application in May 2021. The New Rates application included:

• Retaining the expiring former Hurstville City Council’s Special Rate Variation

• Increasing Council’s total rate income over the next five years to maintain service standards (5.8% per year for five years)

• A single, fair, equitable and consistent rating system for the entire Georges River Area

• Identifying $12 million in ongoing savings over the three year period from 2022/23 to 2024/25 ($4 million per year).

Alternatives to the New Rates application were explored with the community and Council. There was no support for a larger increase, a reduction in services and/or reduction of staff levels. The rate increase was the only feasible option to maintain existing levels of service. Without the rate increase, Council’s financial position was significantly challenged.

Any new/expanded services, a larger capital works program or additional staffing level would require an additional Special Rate Variation, or corresponding reduction to the current service portfolio/levels to offset.

2024/25 is the fourth rating year Council will be applying the Special Rate Variation of 5.8% to increase its total annual rate revenue from the previous year.

Land Values

Each year, the annual rate revenue distribution is calculated based on a property’s latest valuation received from the NSW Valuer-General. Council cannot make and levy a rate in respect of a parcel of land unless furnished with a valuation of that land under the Valuation Land Act 1916.

Every three years, the NSW Valuer General provides new land values for Council to use in calculating and distributing rates. 2024/25 will be the second rating year Council will be applying the land values undertaken on 1 July 2022.

Changes to land valuations will impact on the distribution of rates payable by individual households or businesses. Though, increases/decreases in land values do not necessarily lead to similar increases/decreases in rates, as land values are used to fairly distribute and calculate Council's annual rate revenue across ratepayers.

Categorisation of land for the purposes of ordinary rates

Council determines rating categories for rating purposes in accordance with Sections 514 -529 of the LG Act and Local Government (General) Regulation 2005 (the Regulations).

Non-rateability

Council deems land to be non-rateable strictly in accordance with Sections 555 and 556 of the LG Act.

Residential and business categories

The LG Act only allows four available categories for rateable land, including farmland and mining, which are not applicable within the Georges River Council LGA. All rateable land within this LGA are categorised as either residential or business. As noted within Section 518 of the LG Act, land that does not satisfy the criteria to be deemed residential, farmland or mining will be categorised and rated as business. The business category applies to land that is used for industrial and commercial operations and can also include car spaces and storage lots.

Council will use the plans approved under a development application or building application as a bases for determining the initial categorisation of a property, unless other more relevant information is available. The ratepayer will be advised through the issue of an annual or supplementary rate notice.

Mixed development

There are instances where a property is used for both residential and business purposes. If applications are submitted to and approved by the Valuer General NSW, Council will be advised of the residential and business rate portions to enable a mixed rate to be levied.

Change of category for rating purpose

A review of the categorisation of land for rating purposes may arise in response to a ratepayer request (application), or because Council elects to review one or a number of parcels of land or because it believes that the current categorisation may be incorrect. Council may request further information and or access to inspect the property to assist with making this determination.

Applications for a change in categorisation of land for rating purposes must be made on the approved form that can be found on Council’s website.

The ratepayer will be formally advised in writing of the outcome and where applicable, will receive an annual or supplementary rate notice.

Ratepayers with a property that is used for both a business and residential purpose should also make an application for a change in categorisation of land for rating purposes on the approved form if they wish to change from one category to mixed use rating.

Rating new parcels of land

Council will, upon registration of a new strata plan or deposited plan re-rate the property(s) from the first day of the subsequent financial quarter in which the subdivision or consolidation was registered. Conversely, rates will be reversed off the original (parent property/s) from the last day of the financial quarter in which the plan was registered.

The application of pro-rata rates and charges is consistent with quarterly instalment billing as per Section 562 of the LG Act. The Council will issue a notice for the new parcel/s for the current rating year.

Postponement of rates

Where a property is used as a single dwelling but, due to zoning or permitted use has a land value that reflects the potential use rather than the actual use, we will provide a postponement of rates in accordance with Section 591 of the LG Act. These postponed rates, together with the accrued interest, are abandoned after five years unless the use of the property changes; at that point the rates become payable.

Aggregation of land parcels (lots) for the purposes of ordinary rates – rating of car spaces and storage lots

Where a lot for a strata unit includes part lots for car and/or storage lots, only one rateable valuation exists and therefore only one rate is calculated on the total value of the unit, car and storage lots.

Where car and/or storage lots are separately titled, they attract their own unit entitlement and rateable value separate from the strata unit. In this circumstance, Council may allow the rateable values to be aggregated and a single rate to be levied on the combined rateable value in accordance with Section 548A of the LG Act, subject to the limitations below.

• All lots are used in conjunction by the occupier of the unit (the Lots are not leased out separately)

• The ownership of each lot is exactly the same on the certificate of title

• The lots are within the same strata plan.

The levying of rates on the combined rateable value will commence from the subsequent financial quarter following receipt of the application and payment of the applicable fee.

Refund of additional payments

Refunds may be made on request for overpayments. Refunds for payments made in advance for instalments may be subject to a refund fee.

Rate Structure Summary

The following table provides a summary of the 2024/25 rates structure. It shows the number of rateable properties within each of the rating categories (and subcategory), listed according to those to be rated at the minimum amount, and the rate in the dollar applicable to the category.

Debt Management and Hardship policy

Pensioner rebate policy

Holders of a Pensioner Concession Card who own and occupy a rateable property are eligible for a pensioner concession. The Local Government Act provides for a pension rebate of up to 50 per cent of the aggregated ordinary rates and domestic waste management service charges, to a maximum of $250.

Under the State's mandatory Pensioner Concession Scheme, the State Government reimburses Council 55% of the rates and charges written off and Council funds the remaining 45%.

The granting of the Statutory Pensioner Rebate, to eligible pensioners, is limited to the current financial year and up to 12 months before the submission date (where relevant).

Interest on Overdue Rates

Interest is charged on all overdue rates and annual charges in accordance with section 566(3) of the LG Act. Council will adopt the maximum interest rate permitted by the Minister for Local Government for the 2024/25 financial year.

Hardship Assistance

Council is mindful of the need to support residents and businesses within our community experiencing genuine financial hardship. Council has a Debt Management and Hardship Policy to support the community during these situations.

The following assistance options can be sought through an application to Council.

• Extension of due date and interest free periods

• Development of a payment plan, instalment plans or deferral plans

• Waiving or reducing accrued interest

Businesses renting the property and seeking rates relief will require their landlord to apply to Council for hardship assistance.

Rating Classification Maps

Business Sub-Category – Industrial

Hurstville CBD Kogarah CBD

Beverly Hills

Carlton

Kingsgrove Peakhurst

Business Sub-Category – Local

Blakehurst

Penshurst (Bridge St)

Penshurst (Forest Rd)

South Hurstville

Kogarah (Gray Lane)

South Hurstville

Oatley

Kogarah (local)

Ramsgate

Riverwood

Kyle Bay

Penshurst

San Souci

Mortdale

Blakehurst

Allawah Carlton

Beverley Park Narwee

Carss Park Kingsgrove

Beverly Hills

Waste management charges

During 2024/25, Council will continue to levy a charge for residential waste management services, to recover the actual cost of the services. In accordance with Section 496 of the LG Act, a charge will be levied on each residential ratable property for which the service is available, even if the service is not used. Council also levies a charge for commercial waste services. The yield for the domestic waste management service will enable costs for the service to be fully recovered.

Services acquired part way through the year will have their charges levied on a pro-rata basis.

Stormwater management charge

The Stormwater management service charge for 2024/25 is levied under Section 496A of the LG Act (as amended). The annual charges have been set in accordance with the Local Government Amendment (Stormwater) Bill 2005 and are as follows:

Loan borrowing

Council does not currently plan to borrow additional funds during the 2024/25 financial year

Schedule of business or commercial activity

Council undertakes activities of a commercial nature for which we receive a return, including leasing agreements for golf clubs and rental properties. However, these activities have not been identified as either Category One or Category Two businesses under competitive neutrality guidelines.

Pricing goods and services

Each fee that we charge is in accordance with the following principles and revised each year by the Executive and the elected Council.

The following factors are considered by Council when setting fees and charges:

• Pricing principles (outlined below)

• Reasonable percentage increase in-line with costs increases

• Cash handling and rounding of amounts

• Cost of the service and operations

• Other revenue sources that may fund this service

• Laws and regulations

• Ability of the people using the service to pay

• Benefit to the community (possible subsidy)

• Benchmarking with like services

The pricing principles currently applied include:

Cost Recovery

External Cost

Subsidised (Partial Cost)

Pricing

Rate of Return Pricing

Market Pricing

Legislated Pricing

Includes the recovery of employee and material costs directly related to the provision of the service

Price is determined by an external party carrying out the service or works

Council elects to recover only a portion of the costs of providing the service

Prices are set to recover a surplus that can be directed into capital improvements or other services

Prices are set at a similar amount to like services within the community

Prices are set to comply with legislation

Schedule of Fees and Charges

Councilhasdeterminedthesefees&chargesinaccordancewithSection610DoftheLocalGovernmentAct1993.

Anoteonregulatedfeesandcharges: SomeofCouncil'sfeesandchargesareregulatedbyStateorFederalGovernmentlegisaltion.Intheeventoflegislation introducinganeworamendedstatutory/regulatoryfeesubsequenttoadoptionorprintingofthisdocument,theCouncil mayapplythesenewchargeswithoutfurthernotice.

GOODS&SERVICESTAX(GST)

FeesandchargesmayincludetheGoodsandServicesTax(GST).GSTisabroad-basedtaxof10%onthesupplyof mostgoodsandservicesconsumedinAustralia.TheimpactofGSTonfeesandchargesiswherefeesattracttheGST andthisamounthasbeenincludedandisshowninaseparatecolumn.

ThefollowingscheduleoffeesandchargeshasbeenpreparedinaccordancewiththeANewTaxSystem(Goodsand ServicesTax)Act1999.IfthereisanychangetotheGSTstatusofanyofCouncil'sGoodsandServicesthroughoutthe year following ATO rulings or any other legislative change, the new GST treatment will be applied immediately to the relevantfeesandcharges.

GeorgesRiverCouncil

InstallationofTrafficandDirectionalSignage

Signs

TreeManagementInspections(privateland) [continued] ApplicationFeepertree>6treesinadditionto (ApplicationFee4-6trees)

ReviewofTreeRemovalandPruningApplicationon PrivateLand-Stage1Review

ReviewofTreeRemovalandPruningApplicationon PrivateLand-Stage2Review

TreeRemoval,replacementandpruning

OffsetforReplacementTreesonPrivateLand

OffsetforReplacementTreesonPublicLand

OffsetFeeforTreeReplacement(pertree)fortrees onpublicland

WorkZone/ConstructionZone

CarShareParking

Filming–Footpath&RoadsApplicationFee(per

DrivewayLineMarking

OccupancyofRoadRelatedArea

MiscellaneousServices

Depositsfordamageduringconstruction Damage

ApplicationforDrivewayCrossingandAssociatedWorks(underSection138RoadsAct)

CouncilDesigned(includesoneinspection)

CouncilDesigned(includesoneinspection) [continued] Driveway/FootpathWorks–mediumdensity/ commercialDA/CDCwithboundarylevelissue

Driveway/FootpathModification–sketchonly (excludeslevelissue)

Assessmentfeeforself-designMultiUnitand/orCommercial/IndustrialDevelopmentInfrastructure Assessmentofdesignssubmittedbydevelopersfor vehicularcrossingandinfrastructureupgradeworks (PublicDomainWorks)

FeesAssociatedtoIssueofHeavyVehiclesPermit

RestorationCharges

GeneralInformation

-RoadOpeningPermitapplicationfeeisnon-refundableandmustbechargedperapplication.

-AdministrationFeeiscalculatedtocovertheCouncilcostoftheRestorationsOfficerat16%and5%sinkingfunds.

-Footpathtoberestoredatfullslabwidth.Drivewayfromjointtojoint.

-Minimumareais1msquaredforjobslessthan1msquaredperitem.Minimum1mforkerbandgutter.

-Asphaltrestorationsshallbeminimum1.5morfulllanewidth.TheextenttobedeterminedbyCouncil.

-Ifroadopeningiswithin1mofthelipofagutterorwherenokerbexists,therestorationistoextendtothelipofthe gutteroredgeofthebitumen.

-Whereanypartoftheroadopeningiswithin1mofanexistingroadrestoration,thenewrestorationistoextendtothe farsideoftheexistingrestoration.

-TheminimumwidthforpaverrestorationwillbedeterminedbyCouncil.

-Damaged/missingpaverswillbereplacedandchargedatcostplusadministrationfee.

-Wherethetypeofworkisnotcoveredintheschedule,ortheworkscomprisecapitalisedworkswheretheutilityhasthe righttocompletetheirownrestoration,thecostwillbesubjecttocostplusadministration,andtheextenttobedetermined byCouncil.

-AllpermanentreinstatementtobecarriedoutbyGeorgesRiverCouncilunlessapprovedbyCouncil.

-AllrestorationsforPublicUtilityworksare GSTexempt.

RestorationCharges [continued]

Standardconcretegullypitupto1.5mdeepincludingsupplyoflintel(upto3.6mopening)andgalvanisedgratewhere required.

RoadOpeningChargesforRestorationsforQuantitiesUnder10sq.m Roads

Footpaths

Kerb&Gutter

RoadOpeningChargesforReinstatementforQuantitiesover10m2or10linearMetres Roads

Footpaths

Kerb&Gutter

HoistingActivities

Hoisting

HoistingActivities [continued]

perweek(minimumcharge12weeks)

Bushcare

perpersonpersession/event

Planning&Development

PlanningProposals

Pre-LodgementConsultation(initial)–Minor(costwill bedeductedfromlodgementfee)

Pre-LodgementConsultation(initial)–MajornonComplex(costwillbedeductedfromlodgementfee)

Pre-LodgementConsultation(initial)–MajorCBDor Complex(costwillbedeductedfromlodgementfee)

Note:

Minor-PlanningProposalwith nomapchangeienozone,FSRorheightchange; Majornon-Complex-OutsideKogarah&HurstvilleCBD's; MajorCBDorComplex-withinKogarah&HurstvilleCBD'siezonedMU1andE2ordeferredmatter

PlanningProposals [continued]

Advertising(peradvertisement,asrequiredby Counciland/ortheGatewayDetermination)

Additionalstudies(requiredbyandcommissionedby council) Fullcostrecovery DeedofAgreementrequiredtopay Councilcosts CostofDeedpreparationat proponentscost

HoldingPublicHearing(e.g.reclassificationofland) andassessmentofhearingreport

Companysearch(includingadministrationfee)

ExternalUrbanDesignReferralFee

oratcost,whicheveristhe greater

ExternalUrbanDesignReferralFee Fullcostrecovery

DevelopmentControlPlanPreparation

DCPPreparationorAmendment–Minor (accompaniesminorplanningproposals)

DCPPreparationorAmendment–Major (accompaniesmajorplanningproposals)

Note:feebreakdown-Assessment60%;Consultation20%andReviewandFinalisation20%

Note:ifre-exhibitionoftheplanningproposalisrequired,thenanadditionalnotificationfeewillbechargedconsistent withtheabove

Preparationofadditionalstudiesasrequiredby CounciltosupporttheDCPpreparation

PlanningAgreementsContributions/PublicPurposes

PlanningAgreementAssessmentandPreparationlegals,reasearch,consultants,negotiationand preparationcosts Fullcostrecoveryorasspecifiedin executedPlanningAgreement

PlanningAgreementImplementation–registration, monitoring,enforcingandadministeringtheexecuted planningagreement. Fullcostrecoveryorasspecifiedin executedPlanningAgreement

PlanningAgreementContributions AsspecifiedintheexecutedPlanning Agreement

Section7.11and7.12Contributions

Section7.11Contributions(FormerHurstvilleCity CouncilLGA)

Section7.11and7.12DevelopmentContributions

Pleaserefertothe"GeorgesRiver CouncilLocalInfrastructure ContributionsPlan2021(s7.11and s7.12)"forinformationoncontribution rates

Section7.11Contributions(FormerKogarahCity CouncilLGA)

Section7.12DevelopmentContributions

Development (including complying development) that is not subject to a section 94 contribution under any other contributionsplanthatisinforceundertheEP&AAct,andtheproposedcostofcarryingoutthedevelopmentis:

Totalcostsamount$100,000orless

Totalcostsamountbetween$100,001–$200,000

Totalcostsamountis$200,001ormore

RefundofLocalInfrastructureContributions

Strategic,PlanningandDevelopmentAdvice

DevelopmentControlPlans(DCPs)

HardcopyofGeorgesRiverDCP(Fullcopyof1 DCP)

HardcopyofGeorgesRiverDCP(sectiononly)

HardcopyofFormerHurstville/KogarahDCP(Full Copyof1DCP)

HardcopyofFormerHurstville/KogarahDCP (sectiononly)

Section7.11&Section7.12Plans

HardcopyofSection7.11orSection7.12Plan(1Full Copy)

OtherDocuments

HardcopyofStrategicPlanningReports/Documents (each)

Section10.7(formerlySection149)PlanningCertificate Section10.7

DevelopmentandBuilding-DevelopmentAdvisoryService

Pre-DevelopmentApplicationAdvice

SingleDwellings,DualOccupancies,SecondaryDwellings,CommercialFitOuts(Newalterations& additions,demolitionandancillarydevelopment)

SingleDwellings,DualOccupancies,SecondaryDwellings,CommercialFitOuts(Newalterations& additions,demolitionandancillarydevelopment) [continued]

Pre

OtherDevelopment

Pre-ComplyingDevelopmentCertificateAdvice

ProfessionalExternalConsultancyServicesFee–Peerreview,ReportandorAdvice

ProfessionalExternalConsultancyServicesFeefor ApplicationAssessment(e.g.acoustics,fire engineering,geotechnical,flood,bushfire,heritage, ecology,traffic,landscapeassessmentetc.)–Peer review,Reportandoradvice.WhereCouncilhasto engagetheservicesofanoutsideconsultancyfor specialistconsultancyadviceorpeerreview,thecost ofthisservicewillbeforwardedtothepartycausing theneedfortheinspection,report,peerreviewandor advice.InaccordancewithCouncil’sProcurement PolicyandPractices.

‘Asinvoiced’plus20%forCouncil AdministrationofConsultantEngagement, operationalexpenseandContract Management

DevelopmentandBuilding-DevelopmentApplication(DA)Fees

DA'sforDwellingHouses

Developmentapplicationsforadwellinghousewith anestimatedcostof$100,000orless

DA'sforAdvertisements(Signage)

FeemustnotexceedthefeebasedonthefeesscheduleforDA's

DA'sforChangeofUse(Only)

Developmentapplicationnotinvolvingerectionofa building,carryingoutofwork,thesubdivisionofland ordemolitionofabuildingorwork

DA'sfortheSubdivisionofLand(otherthanstrata)

DA'sfortheSubdivisionofLand(otherthanstrata) [continued]

DA'sforStrata/StratumSubdivision

AllotherDA'sincludingerectionofabuilding,carryingoutofwork,demolitionofbuildingorwork (basedonestimatedcosts)

to$5,000

AllotherDA'sincludingerectionofabuilding,carryingoutofwork,demolitionofbuildingorwork (basedonestimatedcosts) [continued]

plusanadditionalamountforeach$1,000(orpartof $1,000)bywhichtheestimatedcostexceeds $500,000

plusanadditionalamountforeach$1,000(orpartof $1,000)bywhichthe

$1,000,000

$1,000)

ModificationofDevelopmentConsentApplication

(Courtapproved/S4.55(2)) [continued]

$5,001–$250,000

plusanadditional$1.50for each$1,000(orpartthereof)ofthe estimatedcost

$250,001–$500,000 $651.22plusanadditional$0.85for each$1,000(orpartthereof)bywhich theestimatedcostexceeds$250,000

Planningand Assessment Regulation2021

$1,000,001–$10,000,000 $1284.63plusanadditional$0.40for each$1,000(orpartthereof)bywhich theestimatedcostexceeds $1,000,000

Planningand Assessment Regulation2021 Morethan$10,000,000 $6167.13plusanadditional$0.27for each$1,000(orpartthereof)bywhich theestimatedcostexceeds $10,000,000

Planningand Assessment Regulation2021

ReviewofDeterminationDevelopmentApplicationorModificationtoDevelopmentConsent

Planningand Assessment Regulation2021

[continued]

Basefee$250,001–$500,000 $651.22plusanadditional$0.85for each$1,000(orpartthereof)bywhich the

AdvertisedandRe-advertisedApplications(inadditiontonotificationfees) [continued]

OtherApplicationFees-DevelopmentAssessment

ElectronicFileManagement(Developmentapplications,ModificationstoDevelopmentConsents& ReviewsofDetermination)

Feeperapplicationfortheelectronicfilemanagementofapplicationsandaccompanyinginformation

DocumentManagement/Scanningestimatedcostof works<$10,000

Document

DocumentManagement/Scanningestimatedcostof works$1,000,001to$5,000,000

LapsedConsents

Confirmationinwritingwhetherornotconsenthas lapsed

ExtensionofConsentApplication

ReviewofDocumentationsubmittedtoConsentConditions

Determine

Determineif

ApplicationFeeRefunds/FeeWaiver

ApplicationFeeRefunds-Proportionastotimespent assessingtheapplicationuptotimeofwithdrawal/ cancellation.-AdditionalPercentageRefundcanbe appliedwheretheManagerDevelopmentand Building,DirectorEnvironment&PlanningorGeneral ManagerdeterminesthatCouncilerroridentifiedor significantfailureincustomerserviceleveloccurred

100%-wherenoassessmenthas occurred

Max80%-wherepreliminary assessmenthasbeenundertakenand noreporthasbeenprepared

Max50%-wherecomplete assessmenthasbeenundertakenand noreporthasbeenprepared

Max25%-whereassessmentand reporthavebeencompleted

100%ofNotification/advertisingfeeif notoccured

ApplicationsthatFeeWaiversApply

FullorPartialFeeWaiver/Refundcanbeapplied wheretheManagerDevelopmentandBuilding, DirectorEnvironment&PlanningorGeneralManager determinesthatCouncilerroridentifiedorsignificant failureincustomerserviceleveloccurred

to100%ofApplicationFee

SiteCompatibilityCertificateandsiteverificationcertificatesunderSEPPs

Fee

Currentfeeassetoutinclause262AofEPAReg2000:

(1)ThemaximumfeeforanapplicationtotheDirector-Generalforasitecompatibilitycertificate(SEPPHousing2021) is$310,plus$42foreachdwellinginthedevelopmentinrespectofwhichthecertificatewasissued.

(2)ThemaximumfeeforanapplicationtotheDirector-Generalforasitecompatibilitycertificate(SEPPTransport 2021)is$310,plus$265foreachhectare(orpartofahectare)oftheareaofthelandinrespectofwhichthecertificate wasissued.

(3)ThemaximumfeeforanapplicationtotheDirector-Generalforasitecompatibilitycertificate(SEPPResourcesand Energy2021Part2.4)is$4,370.

FeetoCouncilforDevelopmentApplicationsforIntegratedDevelopment

LongServiceLevy(AllDevelopmentTypes)

BuildingServicesLongServiceLevyPaymentsAct AsLegislated(Notecurrently0.25%of thetotalcostoftheworkforbuilding andconstructionworkthatisequalor over$250,000,nochargeforcostof workunder$250,000)

DevelopmentandBuilding-BuildingAssessmentandDevelopment

BuildingInformationCertificateApplications

ApplicationforanyNationalConstructionCode (BuildingCodeofAustralia)class1building(together withanyclass10buildingsonthesite)oranyother NationalConstructionCode(BuildingCodeof Australia)classofbuildingwithafloorareanot exceeding200m2

ApplicationforanyNationalConstructionCode (BuildingCodeofAustralia)classofbuilding(except Class1building,togetherwithanyclass10buildings onthesite)whereFloorAreaexceeds200m2

ChargeRates:

a.$250plus$0.50perm²forareaof200m²to2000m²; b.$1165plus$0.08perm²forarea2001m²orgreater InspectionFee(x2tobechargedperBIClodgement)

AdditionalFeeforallBuildingInformationCertificate Applicationswhereworksundertakeninprevious24 monthsrequiredDevelopmentConsent/CDC howeverwasnotobtained

AdditionalFeeforallBuildingInformationCertificate Applicationswherebuildingworkshavebeencarried outandPrivateCertifierhasnotissuedanoccupation certificate

Engineering

$2000.00plus$1.50persquaremetre

InadditiontoBICfeeandBIC InspectionFees,applicable DevelopmentApplication& ConstructionCertificatefeesthat wouldapplyforthefullextentofillegal worksforwhichcertificationissought

$750plusConstructionCertificate feesifapprovalhadbeensought BuildingInformationCertificatePublic

ElectronicFileManagement

Fee per application for the electronic file management of Building Information Certificates, Subdivision Certificates, CouncilCDC's,CouncilConstructionCertificates,HoardingandAnchorapplicationsandaccompanyinginformation DocumentManagementestimatedcostofworks< $10,000

ElectronicFileManagement [continued]

Document

AmendedPlans/Documentation

ThefeeforanassessmentofanamendmenttoBuildingInformationCertificates,SubdivisionCertificates,Hoardingand Anchorapplicationspriortoitsdeterminationis:

Allamendments

oforiginalassessmentfee

LodgementofPrivatePCAIssuedCertificatesforRecordspurposes

OutsideofStandardHoursWorkPermitapplicationfees

Pools(PrivateSwimmingPool)

FireSafety [continued]

Hoardings

PublicRoads(LicenceFee)

TypeA(fencetype)

TypeB(overheadtype)

CouncilLandOther(LeasingFee)

$62permonth(perlinealmetre)

$83permonth(persquaremetre)

Note-anyadministrationcostsindevelopingaleaseagreementforHoardingonCouncilLandwillbebepassedontothe applicant

TypeA(fencetype)

TypeB(overheadtype)

$118permonth(perlinealmetreor commercial

$163permonth(perlinealmetreor commercialrateviavaluation-which everisthehigher) DamageDepositsandInspectionFeesAgainst

Developments–Damage

DamageDepositsandInspectionFeesAgainstdamagetoCouncilproperty [continued]

GroundAnchorDeposit

$1,000.00permetreofeachstreet frontageofproperty

WhereexcavationistobesupportedbytheuseofbelowgroundcableanchorsthatareconstructedunderCouncil's roadways/footpaths

Footpath/AssetInspectionFees

DemolitionInspectionFees

Section88GCertificate

ActivityApplicationsunderSection68,LocalGovernmentAct,1993

Informationrequest

ProfessionalExternalConsultancyServicesFee–Peerreview,ReportandorAdvice

ProfessionalExternalConsultancyServicesFeefor ApplicationAssessment(e.g.acoustics,urban design,fireengineering,geotechnical,flood,bushfire, heritage,ecologyetc.)–Peerreview,Reportandor advice.WhereCouncilhastoengagetheservicesof anoutsideconsultancyforspecialistconsultancy adviceorpeerreview,thecostofthisservicewillbe forwardedtothepartycausingtheneedforthe inspection,report,peerreviewandoradvice.In accordancewithCouncil’sProcurementPolicyand Practices.

‘Asinvoiced’plus20%for CouncilAdministrationofConsultant Engagement andContractManagement

BuildingCertification

PrincipalCertifyingServiceFee(IncludesoneOccupationCertificatefee)-Alldevelopment types

The Manager Development & Building has the authority to adjust the fee applicable (maximum 10%) based on assessmentoftheextentoftheproposedworksandjustificationofthenumberofinspections Up

$100,000

$21,958.20 Class2-9withalternativesolutionrequiringA1 unrestrictedaccreditation

2.17aWhereCouncilisappointedasthereplacementPrincipalCertifier

WhereCouncilisappointedasthereplacementPrincipalCertifier,thePrincipalCertifyingServicefeeisasoutlinedinthe abovetablemultipliedby4

ConstructionCertificateApplicationFeesforNationalConstructionCodeBuildingClasses1 and10–basedonestimatedcostofworks-(InadditiontoPCAfee)

ConstructionCertificateApplicationFeesforNationalConstructionCodeBuildingClasses2 to9–basedonestimatedcostofworks

-$5,000,000

$5,000,001andaboveexcludingalternatesolutions requiringA1Unrestrictedcertificationwhichare chargedatthequotedprovidercostplus20%for administrative,insuranceandmanagementcosts $11,250plus0.12%foreach$1 greaterthan$5,000,000

Min.Feeincl.GST:$12,375.00

AmendedConstructionorComplyingDevelopmentCertificates

AmendedConstructionorComplyingDevelopment Certificates 50%oforiginalfee

AmendedConstruction(Class1to10orfitouts)or ComplyingDevelopmentCertificates(MinorWorks 1-10orfitouts)

ComplyingDevelopmentCertificateApplicationFeesforNationalConstructionCodeBuilding Classes1and10–basedonestimatedcostofworks

DevelopmentCertificateNeighbour NotificationFee

ComplyingDevelopmentCertificateApplicationFeesforNationalConstructionCodeBuilding Classes2to9–basedonestimatedcostofworks

WorksrequiringcertificationbyA1Unrestricted Certifier Invoice

ComplyingDevelopmentCertificate

PCAInspections(Mandatoryoradditional)

Perinspection(Chargedasperminimummandatory numberrequiredatlodgement,additionalchargedas required)

OccupationCertificate.

SubdivisionCertificate

BaseTorrensTitle(includingStratum)Subdivision CertificateFee

Feeperlot(allsubdivisiontypes)createdorperunit proposedinadditiontobasefee

BaseStrataandCommunityTitleSubdivision Certificate

LinenPlan(certification)

(morethan1)

EndorsementofInstrumentundertheConveyancingActwhereCounciliscitedinthe instrument

ComplyingDevelopmentCertificateprivatecertifierstormwaterassessmentreferralfee

StormwaterAssessmentforCDCapplicationsasper Council'sStormwaterManagementPolicy

ProfessionalExternalConsultancyServicesFee–Peerreview,Reportand

‘Asinvoiced’plus20%forCouncil AdministrationofConsultant EngagementandContract Management

Advice

ActivityApplicationunders.68oftheLocalGovernmentActand/ors.138oftheRoadsAct (Stormwater)

DamageDepositforworksonCouncilStormwater Infrastructure Priceonapplicationbasedoncostof works-tobedeterminedbyCouncil

TemporaryRoad,LaneorFootpathClosure

TemporaryRoad,LaneorFootpathClosure [continued]

UseofFootway

OutdoorDining/Restaurants

UseofPublicSpace

OutdoorDining/Restaurants-KogarahTownSquareDecking

OutdoorDining/Restaurants-KogarahTownSquareDecking [continued]

PreparationFee(newandrenewals)(per stallholder)

ActivityApplicationDetermination

Section68LocalGovernmentActApprovals(12monthsmaximum)

CommercialUseofPublicFootways

Installoroperateamusementdevices(perevent)

Useastandingvehicleoranyarticleforthepurpose ofsellinganyarticleinapublicplacefortheperiod specifiedintheapproval

Carryoutanactivityprescribedbytheregulationsor anactivityofaclassordescriptionprescribedbythe regulations

SkipBinFees-Sec68LocalGovernmentActManagementofWaste

PublicHealth

andSkinPenetrationPremises)

PublicHealth-NoticesandOrders

DomesticWasteManagementServices

DomesticWasteManagementServices [continued]

CompanionAnimalFees-Lifetimeregistration-microchipping [continued]

AnnualSpecifiedAnimalPermitFees

DogEnclosure

AnimalImpoundingandEuthanasiaFees

Dailyboardingcharge&VetCareperanimalperdayforcostofcareforallanimalsnotreclaimedbytheirowneruntil thereisanoutcome,uptoamaximumcappedperiod:

Dogs&Cats-74daycaponboardingfees(14daystatholdplusmax60daysforrehoming)

SmallAnimals-30daycaponboardingfees

Allanimalsunder8weeksofageonentrywillhaveBoardingfeescappedat14daystathold.

CouncilHolddogswillbechargedfortheirentirelengthofstay–cappedfeesdonotapply. Dogsheldas‘CouncilHold’i.e.declareddangerous,menacingorrestrictedbreed,orunderinvestigationwillbecharged atthesamedailyrateuntilthereisanoutcome.

Dailychargesincludeboardingcosts,veterinarycare,exitfees,publicholidayrates.

Any animal requiring euthanasia will incur a euthanasia fee. Includes euthanasia and disposal of animal declared dangerous,menacingorrestrictedbreed.Feesareasperbelow

Reducedto$35plusgstforanimalsthatarereclaimedtocovervaccinationonentry

FoodPremisesRetailandhomebusiness

Registered Charities and Not for Profit School Canteens (P&C run) are not subject to these Food Premises Fees and Charges.

TemporaryFoodPremises(TFP)(includingmobilefoodvendingvehiclesandtemporaryfood stalls)

Fee-LifetimeTemporaryfoodPremises Permit

(mobilefoodvendingvehiclesresidingwithGeorgesRiverCouncilLGAwillbesubjecttoanannual inspectionandwillbechargedaninspectionfeeaccordingly)

Food-Notices

ImpoundingCharges

Abandonedvehicles

Spaces (Unattended Property)Act2021

Abandonedvehicles [continued]

Feetoreleasetoowner–allimpoundeditems

isthecontractor'scostwhich variesbasedoncircumstancesand vehicle

ProtectionoftheEnvironmentOperationsLegislation

ThesefeesareissuedundertheProtectionoftheEnvironmentOperationsAct

ExecutionofOrders

LocalGovernmentLegislation

Aquatics [continued]

Lessons

Schools

Servicesinclude:SchoolLaneHire,Independent SchoolUse,SchoolCarnival,SchoolFunDay includingStadiumandinflatable,WaterSportsand Gym/Aerobics

KidsClub BlueFit

Health&FitnessMembership

Crèche

(Gym

Crèche [continued]

StadiumHire(aslistedbelow)

GeneralInformation

-Schoolchargesarecostedbasedonnumberofstudents/numberofhours/numberofstaffrequiredtorunactivities requested.

-Newregulationssay1:50ratiowithschoolchildrendoingunstructuredactivities.

StadiumHire(59orless)

StadiumHire(60ormore)

Stadium–EventHire

Stadium–StaffHire

Stadium–CateringHire

ConsultationRoomHire

SansSouciLeisureCentre

-Theseswimmingpoolsareoperatedunderleaseagreement.

Feesdependentondayandtime, pleasecontactManagementfor tailoredcharges

Feesdependentonlease arrangementapprovedbyCouncil

-Aspartoftheseagreements,Councilmayfromtimetotime,setthemaximumchargesapplicableforadmissionfees.

Aquatics-Swimentry

(swimonly,5&over)

Childrenunder5arefree

Concession/Student/Senior(swimonly)

-Swimentry [continued]

NormO'NeillCricketTrainingFacility

NormO'NeillCricketTrainingFacility [continued]

Leniencycanbeshownbetweenthehoursof3pm-4pmforschoolfinishingtimesdependginonwhetherthereis anotherbookingat3pmontheday

HurstvilleOval

PenshurstSportingHub

Alllistedfeesareperhour.

AnnualandlongtermcommercialarrangementsmaybenegotiatedwithCouncil.

StadiumHire

JubileeStadium SetbyCouncil,dependentonthe requirementsoftheevent

GolfCourses

HurstvilleGolfCourse

-Tee-offfor9holeroundsmaybepermittedupuntil7:30amwhereplayerstee-offfromthetenthtee.

-Theeveningrateapplieswhentee-offoccursafter3pmnormaltimeor4pm DaylightSavingstime.

- For all Members Competition on Tuesday, Thursday, Friday and Saturday, as additional fee of $4.00 is imposed by DirectorGolfServicestocoverprizes.

-ClubMembershipfeessetbyClub,andarepayableonaproratabasis fornewmembers.

CasualUsers Adults

Hire(CasualUsers&Members)

Public&VisitorFees [continued]

PrivatelyOperatedTennisFacilities

ParksideDriveTennisCourts

Hire

QuarryReserveTennisCourts CourtHire

KenRosewellTennisCentre

CourtRates

CoachingServices

Setof10classes

GroupClasses–Children(perhour,groupof6) $20forgroupof6participants

GroupClasses–Adults(perhour) $25perpersonfor4participants (Eveningtimeslot)

PrivateLessons(AdultsandJuniors) $80perhour(Adultsandchildren)

SquadClasses

$28foroneandahalfhours

Intensivesquadtrainingforourelitejuniorsusing2courtsand2coachesformostweeks. 4-6studentspercoach

Clubhouse

SportsfieldHire-SummerandWinterSeasonalCharges

SportsfieldHire-SummerandWinterSeasonalCharges [continued]

NetballCourts

SyntheticFields-PeakhurstPark;PoultonPark

VanessaStreetMulti-PurposeCourts

CoachingClinicsandCasualHire(excludes

PremiumsportingfieldsandSynthetics)

Inter-libraryloans ItemloanedfromanotherpubliclibraryinSydney(per item)

Itemloanedfromauniversityorpubliclibraryoutside Sydney(peritem)

ordamageditemsloanedfromanotherlibrary

Hirefeeforlibraryrooms

CliveJamesLibraryKogarahActivitiesRoom(per hour)

HurstvilleLibraryMilesFranklinMeetingRoom(per hour)

OatleyLibraryHall(perhour)

LibraryGrevilleaRoom(perhour)

visualequipmentincludinglaptop,projector (perhour)

HurstvilleLibraryMediaLab

MediaLabandSoundBoothequipmentpacksavailableforin-househireinclude:ElectricGuitarPack,ElectronicDrum Pack,PercussionPack,DJPack,VocalMicrophonePack,StudioRecordingPack,ElectronicMusicPack,PodcastPack, PhotographyPack,VoxPopPack,FilmMakerPack,FieldRecordingPack

HireofMediaLab(commercialusefull-dayrate-8 hours)

HireofMediaLab(commercialusehalf-dayrate-4 hours)

Hireof

HireofHurstvilleLibraryExhibition

Hirefeeforlibraryexhibitionvenuesforfunctionsorprograms [continued]

Organisedtours

CommunityProgramsEvents,Classes&Workshops-Museum&Gallery

GeorgesRiverArtPrize

Hiringfeeforexhibitionvenuesforfunctionsorprograms

Dragon'sLairGallery

CreativestudioinMervLynchReserve

HiringfeeforcreativestudioinMervLynchReserve (partialweek-lastdayofhirebeingSunday)

HiringfeeforcreativestudioinMervLynchReserve (perweek-MondaytoSunday)

Travellingexhibitions

Policy,planningorotherdocuments

Child

CareFees

WestEarlyLearningCentre–from1July 2024

SouthHurstvilleKindergarten-2DayEnrolment(with signedStartStrongFeeReliefDeclarationForm nominatingSHK)-perweek

SouthHurstvillePreschoolfeesforchildrenagedatleast3yearsonorbefore31Julyofyearenrolled

ChildCareFees

[continued]

SouthHurstvilleKindergarten-3DayEnrolment(with signedStartStrongFeeReliefDeclarationForm nominatingSHK)-perweek

SouthHurstvillePreschoolfeesforchildrenagedatleast3yearsonorbefore31Julyofyearenrolled

ChildCare-OtherCharges

HurstvilleKindergarten-Eventprogram

OccasionalCare(perhour)-OceanStreet Kindergarten

ChildcareWaitingListRegistrationFee(nonrefundable)

Enrolment:Twoweeksfeesinadvancetobepaid priortocommencementofschoolyearoron acceptanceofplacement(tobeheldasrefundable bondperchild)

2weeksoffees(proratabasedon numberofenrolleddays)

Latepickupfee $50.00forthefirst10minutesorpart thereof,plus$20.00persubsequent5 minutes

DirectDebitDishonourFee(chargedperfamilyper transaction)

EnrolmentCancellation 2weeksnotice. Note:

EnrolmentcancellationinTerm4at SouthHurstvilleKindergarten–full termfeesmustbepaid. Enrolmentcancellationsreceivedprior tocommencementofattendance$200cancellationfee.

Casual

ParkHire-NonSport(Wedding,Filming,Community) WeddingCeremonyandPhotographyPermitIncludesParkHire(2hr)

GroupEvent<50people(perday)

CommunityGroupEvent≥50people(perday) SetbyCouncil,dependentonthe requirementsoftheevent

FilmingandPhotographyonCouncilProperty

OatleyParkCastle

Community

Centres&VenuesforHire

RegularBookings [continued]

GeorgesRiverCouncilCivicCentre

WaratahRoom

HurstvilleOval-BlackshawGouldCommunityPavillionRoom CasualBookings

RegularBookings

Bookings

RegularBookings

RegularBookings [continued]

KingsgroveCommunityCentre CasualBookings

KogarahSchoolofArts

CasualBookings

RegularBookings

CommunityCentre

Bookings

RegularBookings

OatleyCommunityHall

RegularBookings

Regular

RegularBookings [continued]

OatleyCommunityHall-meetingrooms1&2 CasualBookings

RegularBookings

PJFerryReserveCommunityHall

RegularBookings

MaranaAuditorium,CivicTheatreandHurstvilleSeniorCitizensCentrePackage [continued]

SundayandPublicHolidays(Minimum3 hours)

PublicHolidaysurcharge

SurchargeforvenuehirebookingsonaPublic Holiday -Publicholidayrateis25%ontopof theweekendhourlyrate(community centresandhallsforhire) -Publicholidayrateis15%ontopof theweekendhourlyrate(Marana AuditoriumandCivicTheatre performancevenues)

Additionalcharges

StagingandEquipment [continued]

KogarahTownSquare,HurstvillePlazaorCivicForecourtArea

UseofPublicSpaces

Conditions

-Organisationscanapplyforamaximumof12occasionsinaCalendaryearbutnotmorethanoneoccasionpermonth

-Not forProfit Organisations seeking afurther reduction in fees, refer to guidelines in accordance with the Grants and DonationsPolicyand/orSponsorshipPolicy

-CommercialorganisationsthatconductStreetStallactivitiesonbehalfofnotforprofitorganisationsarenoteligiblefora 50%reductionontheStreetStallfee

CommercialActivitiesondesignatedCouncilfootways,publicplazas,orsquares

IndependentFestivalsorEventsinParksandTownCentres

Note:

- Additional charges will apply for any Street Stall activities that require temporary food inspections, access to water, electricity,Councilwasteservicesorroadclosures

- Street Stalls or events in Council's Parks and Reserves or stalls associated with Council festivals and events are consideredseparatelyunderEventManagement

EventManagement

StreetstallfeeatCouncilevents

ExtraEventManagementProvisions

Events,performances,shows,cinemasandactivities

Performance/BuskingPermit

Ticketingand/orbookingfeesforCouncilrunevents, performances,

Advertising

Perday,oratCouncil'sdiscretion

and/or

CostsinLegalProceedings [continued]

ExternalLegalFees(asincurred) Asincurred

ExternalExpert(asincurred) Asincurred

Subpoenas

ConductMoney–depositpayableonapplication

CostofCouncilOfficertoattendasWitnessandfor CourtAppearances(perpersonandperhour) includingtravelling

CouncilDocuments

GovernmentInformationPublicAccess(GIPA)

NatureofApplication

(a)Accesstorecordsbynaturalpersonabouttheirpersonalaffairs

ProcessingChargeafterfirst20hours

(b)AllotherGIPAApplications

$30.00perhourafterfirst20hours. Subjecttoa50%reductionfor financialhardship,non-profit organisationsshowingfinancial hardshipandholdersofpensioner healthbenefitscardandfull-time students.Reductionmayapplyfor publicinterestreasons.

ApplicationFee $30.00

ProcessingChargeafterfirsthour(perhour)

Internalreview

ApplicationFee

$30.00.Subjecttoa50%reductionfor financialhardship,non-profit organisationsshowingfinancial hardshipandholdersofpensioner healthbenefitscardandfull-time students.Reductionmayapplyfor publicinterestreasons.

$40.00.Nofeeispayableifthereview isforadecisionofadeemedrefusal duetoapplicationnotdecidedwithin time.

AccrualofInterestonRates&Charges

Interestrate ThemaximumratesetbytheMinister forLocalGovernment,calculatedona dailybasis

ChargesonOtherCarriers

Undergroundgas,waterandsewermainsandpipes

Annuallevybasedonaformulathat includesthelengthofpipesand volume

Postboxes/mailcollectionpointsonroadreserve AsperagreementwithAustraliaPost

RateEnquiryFees

RatesEnquiryFee-includingwrittenreplies(per hour,perofficer(minimum1hour,followedby15min increments)

Government Act1993|Section 197and678

Itemised

UnpaidSundryDebtorAccounts

UnpaidSundryDebtorAccounts [continued]

StormwaterManagementServiceCharge

$25.00per350squaremetres(orpartthereof)oflandareathatwouldapplytothelandsubjecttothestratascheme dividedonapro-ratabasisbetweenthelots,notlessthan$5.00foranyindividuallot Leases/Licenses/Occupation/EasementsofCouncilCommunityPropertiesSubjectto Council'sCommunityLeasePolicy New/Renewals

Leases/Licences/EasementsofCouncilPropertyandStatutoryPropertyMattersIncluding FormalRoadClosures

NewAgreements

CommercialAgreements

ReimbursementofCouncil'sLegalFees

Atmarketvalueasdeterminedby registeredvaluerorproperty consultant

AtMarketValue-Asdeterminedby registeredvaluer,solicitororCouncil PropertyConsultant

ValuationFee AtMarketValue-Asdeterminedby registeredvaluer,solicitororCouncil PropertyConsultant

SurveyFee AtMarketValue-Asdeterminedby registeredvaluer,solicitororCouncil PropertyConsultant

Roadclosures(permanent)feesasdeterminedby relevantauthorityandstatutoryprovisions–atcost

Renewals(includingOptions)orAssignments

AtMarketValue-Asdeterminedby registeredvaluer,solicitororCouncil PropertyConsultant

ReimbursementtoCouncilforincurredlegalcosts AsdeterminedbyCouncil'sSolicitor ValuationFee AtMarketValue-Asdeterminedby registeredvaluer,solicitororCouncil PropertyConsultant

SurveyFee AtMarketValue-Asdeterminedby registeredvaluer,solicitororCouncil PropertyConsultant

GroundAnchorsaffectingCouncilLand

Keys-Leases/Licences

Firstset

Carparking

Thecarparkingfeeslistedbelowstatethemaximumamountsthatwillbechargedateachsite.Councilhasthediscretion toreducethesefeesfromthestatedamountsifrequired.

KogarahTownSquare-DerbyStreet

KogarahTownSquare-DerbyStreet [continued]

AccessControlledParking–GreenbankStreet

AccessControlledParking–TheAvenue

CommunityGroup-DirectionalSign

Georges River Council acknowledges the Bidjigal people of the Eora Nation, who are the Traditional Custodians of all lands, waters and sky in the Georges River area. We pay our respect to their Elders past and present and extend that respect to all Aboriginal and Torres Strait Islander peoples who live, work and meet on these lands.

For more information on this document, please visit georgesriver.nsw.gov.au

Georges River Civic Centre

Corner MacMahon and Dora Streets, Hurstville

Phone

9330 6400

Email mail@georgesriver.nsw.gov.au

Postal address PO Box 205, Hurstville NSW 1481

georgesriver.nsw.gov.au